Page 1
IMPROVING PRODUCTIVITY amp SUSTAINABILITY THROUGH
KNOWLEDGE MANAGEMENT SYSTEM
BY
LAU WUT CHI CALVIN
Presented to the College of Business
City University of Hong Kong in Partial Fulfilment
Of the Requirement for the Degree of
Master of Business Administration
CITY UNIVERSITY OF HONG KONG
2010
Table of Content
1 Abstract 1
2 Abbreviations 3
3 Company Background 4
4 Business Context 4
5 Problem Statement 5
6 Project Objective 5
7 Process Management 7
8 Literature Review 7
9 Scope of Work 19
10 Implementation Strategies and Plan 36
11 Performance Evaluation amp Control 57
12 Conclusion 67
Appendix 1 - Reference 69
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge 70
Appendix 3 - Questionnaire for Performance Evaluation 71
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan 72
Improving Productivity amp Sustainability Through KMS
Page 1 of 72
1 Abstract
In the business world the main goal is to make maximum profit while optimize operational
efficiency will then be regarded as secondary Generally speaking most of the managers
pursued to outsource routine or IT work to save money In the past AFC maintenance was
done by in-house staff due to its nature and service criticality level In September 2009 the
AFC maintenance work for ATampD and TKL were outsourced Although management
enjoyed cost saving from outsourcing they also realized the subsequent loss of key AFC
knowledge On the other hand HR issues were also emerged in the form of staff layoff
redeployment succession plan and etc
In transportation services the marketplace is customer-oriented particularly expectation of
front line services will be much higher Customers take charge and always request responsive
and additional services After outsourcing MTR could not easily request additional work or
flexible scope of work from contractor unless pay more or revise the contract For sure
outsourcing can save significant money at the beginning However in the long run the
company must review whether or not she has over dependent on contractor in a way that
suffering from loss of some key knowledge and ultimately weakening her capability and
sustainability in the market
Leavitt Diamond is a model for analyzing management change It suggests that technology
tasks people and the organizational structure must maintain equilibrium Outsourcing had
reduced the tasks people and simply organizational structure whilst KMS is one of the
Improving Productivity amp Sustainability Through KMS
Page 2 of 72
solutions to keep LD in equilibrium by improving technologies and KM mechanisms within
the organization
In this project KMS in AFC will be applied to leverage knowledge between both in-house
staff and maintenance contractor Secondly a knowledge reservoir for AFC system will be
built The ultimate goal is to maintain key knowledge of AFC so as to improve productivity
and sustainability of the business
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2 Abbreviations
AFC Automatic Fare Collection
ATampD Airport Express Line Tung Chung Line amp Disney Resort Line
AFCSDT Automatic Fare Collection Special Duty Team
BPR Business Processes Reengineering
CampC Control amp Communication
CM Corrective Maintenance
HR Human Resource
IT Information Technology
JCM Job Characteristics Model
KCRC Kowloon-Canton Railway Corporation
KMS Knowledge Management System
LD Leavitt Diamond
MTR MTR Corporation Limited
MBO Management by Objectives
MCS Main Control System
OTD Operations Training Department
OH Overhaul
PS Particular Specification
PM Preventive Maintenance
SBM Station Based Maintenance
TampC Test amp Commissioning
TKL Tseung Kwan O Line
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URL Urban Line
WIL West Island Line
WI Work Instructions
3 Company Background
Currently MTR has 12 lines 82 stations and 62 light rail stations after the merger with ex-
KCRC in December 2007 It currently carries 35 million passengers each weekday MTR
has continued to expand its network locally and cross boundary to mainland China The WIL
will be put into service in year 2012
I am working in ATampD Technical Support Section to provide technical support for front line
maintenance staff and also need to manage asset management activities for all CampC systems
such as Telecom MCS and AFC etc In addition I need to conduct TampC work for new
station and railway extension
4 Business Context
Management pursued outsourcing of routine and IT work to cut cost and to keep minimum
in-house staff In consideration of staff turnover loss of key knowledge of service critical
system (eg AFC Signaling etc) will occur Hence pursuing KMS was usually followed or
before outsourcing This is to ensure the key knowledge can properly be maintained for
sustaining the core business and future development
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5 Problem Statement
Outsourcing could generate several millions of cost saving but concurrently generate surplus
of staff who might need to be redeployed or laid off The most crucial problem was the loss
of key knowledge to sustain the core business Secondly the switching cost is high and very
difficult to change back to in-sourcing since the market size is small and not easy to find
sufficient expertise to support and maintain the system Thirdly the company will totally
rely on contractor and is very difficult to request for higher service standard or flexible scope
of works unless to pay more money to contractor or to revise the scope of work In the long
run the existing contractor already dominates the market and keeps the key knowledge as
their proprietary asset The company will be hard to invite other contractors to beat the new
maintenance contract As a result monopoly will be occurred The company may enjoy
lower cost at the beginning but suffer from higher cost in the long-term
6 Project Objective
Outsourcing AFC maintenance work could save several millions of money but it would lose
key knowledge of AFC In light of this six technicians would be gradually redeployed from
Jan 2010 to Mar 2010 to form a special team (AFCSDT) who is under my supervision and
will be trained as AFC experts Meanwhile KMS to leverage their knowledge will be
applied to build a knowledge reservoir of AFC system AFCSDT would strengthen
contractor monitoring supervision and TampC activities for new projects My objective is to
maintain the key knowledge of AFC and ensure no operation impact after outsourcing new
projects and stationrailway extensions The ultimate goal is to improve productivity and
sustainability
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According to Robbins and Coulter Knowledge Management (KM) involves cultivating a
learning culture where organizational members gather knowledge systematically and share it
with others within the organization so as to achieve better performance I will try to make it
easy for AFCSDT staff to communicate and share their knowledge in order that they can
learn other ways to do their jobs more effectively and efficiently and eventually improve
AFC performance as well as organizational performance
Refer to Becerra-Fernandez et al (2004) employees sharing knowledge with one another
the turnover rates were reduced thereby positively affecting revenue and profit The
development of AFC KMS will provide AFCSDT with solutions to problems they face in
case those problems have been encountered earlier and effectively addressed Ultimately
AFCSDT can be trained as AFC experts and thus AFC knowledge can be on-going stored
shared and maintained in AFC KMS
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7 Process Management
The project objective is defined and linked to business objectives The next step is to conduct
literature review and KM assessment before implementation In Figure 1 it shows the
processes and workflows of this project The below sections will go through all necessary
processes
8 Literature Review
81 Business Definition for Leavitts Diamond (LD)
Analysis Assessment amp Apply
Business Objective
KM Assessment
PROBLEM STATEMENT Project Objective
STRATEGY Formulation of a PLAN
CHANGE Mechanisms amp Technologies
IMPLEMENTATION
PERFORMANCE Evaluation amp Control
Literature Review
Figure 1 - Project Workflow
ENVIRONMENT ORGANIZATION
Motivation Maintain the system until mature
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LD is a model for analyzing management change developed by Harold J Leavitt Leavitts
Diamond is based on the idea that it is rare for any change to occur in isolation Leavitt sees
technology tasks people and the organizational structure in which they function as four
interdependent variables visualized as the four points of a diamond Change at any one point
of the diamond will impact some or all of the others Thus a changed task will necessarily
affect the people involved in it the structure in which they work and the technology that
they use Failure to manage these interdependencies at critical times of change can create
problems Managing of equilibrium of four elements was essential to the corporation Please
refer below Figure 2 for LD
Figure 2 - Leavitts Diamond (LD)
Due to staff retirement and outsourcing of AFC maintenance service AFC knowledge will
subsequently be lost According to LD the change in ldquopeoplerdquo (staff retirement) and
ldquobusiness processrdquo (from in-house maintenance to outsourcing) will affect other variables As
the change of organization structure is comparatively hard it is then considered to have
Improving Productivity amp Sustainability Through KMS
Page 9 of 72
ldquotechnologyrdquo change to maintain the equilibrium of LD KM can then be adopted as a tool to
keep the key knowledge of AFC
82 Rapid Change in Business Processes
Companies must try to change their business approaches so as to survive in the rapid
changing environment especially to enter the global markets However Wiig (2004) pointed
out that there are six major challenges of which companies need to do in order to survive in
the rapid changing environment
The increase of knowledge-intensive work leads to the creation and delivery of better
and greater complexity of management and operating practices
Due to globalization the pressure has been arisen This results in the changing of the
nature of business in the competitive environment It is therefore needed to inform
customers and increase dependence on intellectual capital
Different complex practices in management operational and technical approaches are
bought in such as the new generation of knowledge management advancement of
information management and technology as well as explicit people-focused knowledge
management
Technology business conditions regulatory and legal requirements practices and
demands are changing faster than ever expected
Workers are now demanding more involvement in work They are less satisfied with
traditional employment conditions
Traditional training and education are often exceeded the time than allocated
83 Changing in Technology People and Structure
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Wiig (2004) stated that these challenges can be addressed by the below listed four
management initiatives
Organization has to widely disseminate and provide systematic and comprehensive
knowledge management guided by management
Organization has to promote integrative management practices not only on personal but
also to departments and business unit at all levels so as to achieve the common goals of
collaboration and understanding KM
Organization has to foster and capitalize its intellectual capital and assets operational
and strategic value of human capital and information capital
Organization has to provide competitive products and establish people-focused
management and organization of knowledge-related work
84 Survival in Rapid Changing Environment through Knowledge
Management
Wiig (2004) stated that global economy demands excellence Many companies are trying to
maintain at the top position by innovating faster than their competitors in order to survive
Companies must carefully manage knowledge-intensive work It refers to the high
performing people to deal with the intellectual work In fact work intensity is a function
which includes at least the four factors as shown below
In normal situation the degree of knowledge intensity is determined by the amount of
knowledge needed to deliver competent work
Knowledge intensity is influenced subject to the variety of challenges of which people
handle competently
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The degree of knowledge will increase in high-value situations where the consequences
of errors are large
The degree of knowledge intensity is parallel to the swiftness of action
85 Definition for Knowledge Management (KM)
According to Robbins and Coulter (2005) Knowledge Management (KM) involves
cultivating a learning culture where organizational members systematically gather and share
knowledge with others within the organization so as to achieve better performance
Management must try to make it easy for staff to communicate and share their knowledge in
order that they can learn from other ways to do their jobs more effectively and efficiently and
eventually improve organizational performance
According to Becerra-Fernandez et al (2004) knowledge is first created in peoplesrsquo minds
A company must identify ways to encourage and stimulate the ability of employees to
develop new knowledge Besides company must enable effective ways to elicit represent
organize re-use and renew this knowledge The people using KM systems are the integral
part of the KM systems Moreover a company needs to use social mechanisms and
technologies to facilitate knowledge workers to discover share and apply their knowledge
KM comprises a range of strategies and practices used in an organization to identify create
represent distribute and enable adoption of insights and experiences Such insights and
Improving Productivity amp Sustainability Through KMS
Page 12 of 72
experiences comprise knowledge either embodied in individuals or embedded in
organizational processes or practice
An established discipline since 1991 (see Nonaka 1991) KM includes courses teaching in the
fields of business administration information systems management and library and
information sciences More recently other fields have started contributing to KM research
these include computer science information and media
KM efforts have a long history to include on-the-job discussions formal apprenticeship
discussion forums corporate libraries professional training and mentoring programs More
recently with the increased use of computers in the second half of the 20th century specific
adaptations of technologies such as knowledge bases expert systems knowledge repositories
group decision support systems intranets and computer supported cooperative work have
been introduced to further enhance such efforts
86 Definition for Knowledge Management Systems (KMS)
In 1999 the term personal knowledge management was introduced which refers to the
management of knowledge at the individual level (Wright 2005) In terms of the enterprise
early collections of case studies recognized the importance of knowledge management
dimensions of strategy process and measurement (Morey Maybury amp Thuraisingham 2002)
Key lessons learned included people and the cultures that influence their behaviors are the
single most critical resource for successful knowledge creation dissemination and
application cognitive social and organizational learning processes are essential to the
success of a knowledge management strategy and measurement benchmarking and
Improving Productivity amp Sustainability Through KMS
Page 13 of 72
incentives are essential to accelerate the learning process and to drive cultural change In
short knowledge management programs can yield impressive benefits to individuals and
organizations if they are purposeful concrete and action-oriented More recently with the
advent of the Web 20 the concept of knowledge management has evolved towards a vision
more based on people participation and emergence
According to Becerra-Fernandez et al (2004) knowledge management mechanisms such as
mentoring retreats etc are organizational or structural means used to promote knowledge
management (KM) The use of leading-edge information technologies (IT) (eg Web-based
conferencing) to support KM mechanisms enables dramatic improvement in KM Knowledge
Management Systems (KMS) is the synergy between latest technologies and socialstructural
mechanisms In summary Knowledge Management System (KMS) refers to the Latest
Technology plus SocialStructural Mechanisms Please refer below table for the relationship
between KM processes mechanisms and corresponding technologies
KM
Processes
KM
Systems
KM Sub-
Processes
Illustrative KM
Mechanisms
Illustrative KM
Technologies
Knowledge
Discovery
Knowledge
Discovery
System
Combination Meetings telephone
conversations and
documents
collaborative creation
of documents
Databases web-based
access to data data
mining repositories of
information Web
portals best practices
and lessons learned
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Page 14 of 72
KM
Processes
KM
Systems
KM Sub-
Processes
Illustrative KM
Mechanisms
Illustrative KM
Technologies
Socialization Employee rotation
across departments
conferences
brainstorming
retreats cooperative
projects initiation
Video-conferencing
electronic discussion
groups e-mail
Knowledge
Capture
Knowledge
Capture
Systems
Externalization Models prototypes
best practices lessons
learned
Expert systems chat
groups best practices
and lessons learned
databases
Internalization Learning by doing
on-the-job training
learning by
observation and face-
to-face meetings
Computer-based
communication AI-
based knowledge
acquisition computer-
based simulations
Knowledge
Sharing
Knowledge
Sharing
Systems
Socialization See above See above
Exchange Memos manuals
letters presentations
Team collaboration
tools web-based access
to data databases and
repositories of
information best
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Page 15 of 72
KM
Processes
KM
Systems
KM Sub-
Processes
Illustrative KM
Mechanisms
Illustrative KM
Technologies
practices databases
lessons learned systems
and expertise locator
system
Knowledge
Application
Knowledge
Application
Systems
Direction Traditional
hierarchical
relationships in
organizations help
desks and support
centers
Capture and transfer of
expertsrsquo knowledge
troubleshooting systems
and case-based reasoning
systems decision
support systems
Routines Organizational
policies work
practices and
standards
Expert systems
enterprise resource
planning systems
management information
systems
87 Motivation
Referring to Gary amp Alan (2008) motivation is an extent to which persistent effort is
directed toward a goal Effort persistence direction and goal are important elements to
achieve motivation
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According to Becerra ndashFernandez et al 2004 KM is directly linked to what people know
and how what they know can support business and organizational objectives It draws on
human competency intuition ideas and motivations In light of this motivation is one of the
important elements which cannot be ignored during the implementation of KM Motivation
can positively influence and encourage staff to contribute continuously their efforts towards
the successful attainment of KM
With reference to Wikipedia there is a number of claims exist as to the motivations leading
organizations to undertake a KM effort Typical considerations driving a KM effort include
making available increased knowledge content in the development and provision of products
and services as well as achieving shorter new product development cycles and etc
871 Need Theory of Work Motivation
According to Gary amp Alan (2008) the Need Theory specified what kinds of needs people
have and the conditions under which they will be motivated to satisfy these needs in a way
that contributes to better performance Needs are physiological and psychological wants or
desires that individuals can satisfy by acquiring certain incentives or achieving particular
goals It is the behaviour stimulated by this acquisition process that reveals the motivational
character of needs According to Maslowrsquos Hierarchy of Needs motivation can be divided
into intrinsic and extrinsic as shown in Figure 3
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The unsatisfied need category at the lowest-level has the greatest motivating potential The
best motivation depends on the personrsquos position in the need hierarchy According to Maslow
individuals are motivated to satisfy their physiological needs before they reveal an interest in
safety needs Thus safety needs must be satisfied before social needs become motivational
and so on
872 Goal Setting Theory and Management by Objectives
According to Robbins and Coulter (2005) goal setting is a motivational technique that uses
specific challenging and acceptable goals and provides feedback to enhance performance
The two main categories are learning goals and performance goals Learning goals are
process-oriented goals that focus on learning and enhancing the understanding of a task and
the use of task strategies Performance goals are outcome-oriented goals that focus on the
achievement of specific performance outcomes
Physiological
Safety
Belongingness
Self-esteem
Self-actualization
Intrinsic Motivation
Extrinsic Motivation
Figure 3 ndash Maslowrsquos Hierarchy of Needs
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According to Robbins and Coulter (2005) Management by Objectives (MBO) is an elaborate
goal-setting and evaluation process that organizations typically use for management tasks
Objectives for the organization as a whole are developed by top management and diffused
down and translated into specific behavioural objectives for individual members to achieve
through the process of planning motivating evaluating and reward
873 Job Characteristics Model (JCM)
According to Robbins and Coulter (2005) JCM specified the job characteristics and used to
redesign work to make it more motivated Referring to Figure 4 below it describes how the
first three dimensions ndash skill variety task identity and task significance ndash combine to create
meaningful work From a motivational standpoint JCM suggests that internal rewards are
obtained when an employee learns (knowledge of results through feedback) that he or she
personally (experienced responsibility through autonomy of work) has well performed on a
task that he or she cares about (experienced meaningfulness through skill variety task
identity andor task significance) The more these three conditions characterize a job the
greater the employeersquos motivation
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Page 19 of 72
Figure 4 ndash Job Characteristic Models (JCM)
9 Scope of Work
The major scope to keep knowledge for AFC is to ensure no negative impact during changes
in business environment My key assignment is to train AFCSDT as AFC expert in the
coming two years KMS will be applied to leverage their knowledge and build a reservoir
for AFC knowledge Meanwhile motivation theory will also be applied to ensure ongoing
operations until the KMS become an organizational culture in the department AFCSDT
would strengthen contractor monitoring supervision and TampC activities to ensure no adverse
impact after outsourcing new projects or stationrailway extensions
91 How do I manage their motivation forces
In December 2009 six technicianssenior technicians were redeployed to my section and
under my supervision With reference to the results of other departments the initial setup of
Improving Productivity amp Sustainability Through KMS
Page 20 of 72
KMS might not be difficult but to keep a momentum to maintain the KMS as departmental
culture would be a real challenge It is because there are several inherent personnel issues as
below
- Employees always think that their special skill and knowledge are eroding
- Employees will think that KMS is an extra task other than normal duties hence they will
be reluctant to involve in it
- Fear of job securityredundancy
- Normal working hours are already occupied by day-to-day duties therefore not much
time can be spared to handle additional KM activities
Because of the captioned reasons motivation techniques must be applied to tempt staff to use
KMS In addition it is essential to keep the momentum forces of KMS and to ensure
sufficient driving forces of motivation within the team until using KMS become departmental
culture According to Maslowrsquos Hierarchy of Needs motivation can be achieved by the
below techniques
Maslowrsquos Hierarchy of
Needs
Propose motivation techniques
Physiological
1 Review salary by staff performance in relation to KMS
2 Clear reward system
Safety
1 Job is secured even though share knowledge with other
2 Training for staff without enough skill
Belongingness 1 Knowledge sharing
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Maslowrsquos Hierarchy of
Needs
Propose motivation techniques
2 More team activity
Self esteem
1 Social relationship with other
2 After-office-hour activities
3 Promotion opportunity
92 Qualitative Measures
In order to identify existing KM processes qualitative measures will be used Questionnaire
and informal chatting with the technicians and engineers were arranged in January 2010
Please refer Appendix 2 for the questionnaire
93 KM Assessment
Firstly an assessment for contingent factors will be conducted This is to evaluate the effect
of knowledge and task characteristics environmental and organizational characteristics
before selecting appropriate KM processes Secondly methodology will be assessed This is
to identify task-oriented key processes assess the contingency factors prioritize assess the
KM infrastructure and develop additional needed KM systems mechanisms and
technologies applied to AFC The eight steps are required to go through and are summarized
as below The elaboration of each steps are detailed in the following tables
1 Identify task-oriented key processes
2 Assess the contingency factors
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3 Identify the KM processes based on each contingency factor
4 Prioritize the needed KM processes
5 Identify the existing KM processes
6 Identify the additional needed KM processes
7 Assess the KM infrastructure
8 Develop additional needed KM systems mechanisms and technologies
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Steps 1 amp 2 ndash Identify task-oriented key processes and assess the contingency factors
Business
Objectives Major Processes Sub-processes
Assess the Contingency Factors
Task Characteristics Knowledge Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environmental
Uncertainty =
High or Low
Task
Uncertainty =
High or Low
Task
Dependence =
High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain key
knowledge for
AFC
Form a special team for
AFC work
Form an AFC
Special Duty Team
(AFCSDT)
Low NA NA NA Large NA NA
Strengthen training and
practice for AFCSDT
Arrange formal
training Low Low Explicit Procedural Large Low cost Low
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Build a knowledge
database for AFC
Establish a
knowledge database Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Ensure no
operations
impact during
outsource of
AFC
maintenance
service
Capture key knowledge
from experience staff
Arrange job
attachment to
experience staff
NA NA Both NA Small Low cost Low
Ensure maintenance
contractor have
competence to maintain
the system
Share knowledge
with collaboration
partners
Low High Tacit Both Small Low cost Low
Strengthen contractor
monitoring and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low
Ensure no
operations
impact during
new project or
new
stationline
opening
Ensure new system to
implement according to
Particular
Specification(PS)
Capture useful
information from PS Low Low Explicit Procedural
Small (conduct
by small team) Low cost Low
Capture useful
information for test
amp commissioning
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Ensure defects are
resolved before putting
the new system into
operations
Resolve all defects
before handover NA NA Both Both
Large (done by
whole Section) Low cost Low
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Steps 3 ndash Identify the KM processes based on each contingency factor
Characteristic LevelType Recommended KM Processes
Organization
Size
Small Knowledge sharing (socialization)
Knowledge application (direction)
Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Large Knowledge sharing (exchange)
Knowledge application (routines)
Knowledge discovery (combination)
Knowledge capture (externalization internalization)
Business Strategy
Low cost Knowledge application (direction routines)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Differentiation Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Environmental
Uncertainty
Low Knowledge sharing (socialization exchange)
Knowledge capture (externalization internalization)
High Knowledge discovery (combination socialization)
Knowledge application (direction routines)
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Steps 3 ndash Identify the KM processes based on each contingency factor
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain
key
knowledge
for AFC
Form a
special team
for AFC
work
Form an
AFC Special
Duty Team
(AFCSDT)
Low NA NA NA Large NA NA NA
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Low Low Explicit Procedural Large Low cost Low
Knowledge capture
(externalization
internalization)
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Knowledge sharing
(socialization
exchange)
Build a
knowledge
database for
AFC
Establish a
knowledge
database
Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Knowledge capture
(externalization
internalization)
Ensure no
operations
impact
during
outsource
of AFC
maintenanc
e service
Capture key
knowledge
from
experience
staff
Arrange job
attachment to
experience
staff
NA NA Both NA Small Low cost Low
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Ensure
maintenance
contractor
have
Share
knowledge
with
collaboration
Low High Tacit Both Small Low cost Low
Knowledge sharing
(socialization
exchange)
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Page 26 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
competence
to maintain
the system
partners
Strengthen
contractor
monitoring
and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low NA
Ensure no
operations
impact
during new
project or
new
stationline
opening
Ensure new
system to
implement
according to
Particular
Specification
(PS)
Capture
useful
information
from PS
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Capture
useful
information
for test amp
commissioni
ng
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Ensure
defects are
resolved
before
putting the
new system
into
operations
Resolve all
defects
before
handover
NA NA Both Both Large (done by
whole Section) Low cost Low
Knowledge
application
(direction
routines)
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Steps 4 ndash Prioritize the needed KM processes
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
Maintain
key
knowledg
e for AFC
Form a
special
team for
AFC
work
Form an
AFC
Special
Duty Team
(AFCSDT)
No OK NA NA No NA NA NA 0 1 2 05
Strengthe
n training
and
practice
for
AFCSDT
Arrange
formal
training
No No OK Yes No Yes No
Knowledge
capture
(externalizatio
n
internalization
)
2 1 4 25
Conduct
drill
exercise
No OK OK OK Yes Yes No
Knowledge
application
(direction
routines)
2 3 2 35
Build a
knowledg
e database
for AFC
Establish a
knowledge
database
OK Yes Yes OK Yes Yes No
(1)
Knowledge
capture
(externalizatio
n
internalization
)
(2)
Knowledge
application
(routines)
4 2 3 5
Ensure no
operations
Capture
key
Arrange on-
the-job NA OK Yes OK Yes Yes No
Knowledge
sharing 3 2 1 4
Improving Productivity amp Sustainability Through KMS
Page 28 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
impact
during
outsource
of AFC
maintenan
ce service
knowledg
e from
experienc
e staff
training to
experience
staff
(socialization
exchange)
Ensure
maintenan
ce
contractor
are
compete
to
maintain
the
system
Share
knowledge
with
collaboratio
n partners
No Yes Yes OK Yes Yes No
(1)
Knowledge
sharing
(socialization
exchange) (2)
Knowledge
application
(direction
routines)
4 1 1 45
Strengthen
contractor
monitoring
and
supervision
NA NA No Yes No Yes No
Knowledge
application
(routines)
2 0 3 2
Ensure no
operations
impact
during
new
project or
new
stationlin
e opening
Ensure
new
system to
implemen
t
according
to
Particular
Specificat
ion(PS)
Capture
useful
information
from
Particular
Specificatio
n
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
)
3 0 4 3
Capture
useful
information
for test amp
commissioni
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
3 0 4 3
Improving Productivity amp Sustainability Through KMS
Page 29 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
ng )
Ensure
defects
are
resolved
before
putting
the new
system
into
operations
Resolve all
defects
before
handover
the system
NA NA OK Yes No Yes No
Knowledge
application
(direction
routines)
3 1 2 25
Yes = 1 OK = 05 No = 0
Improving Productivity amp Sustainability Through KMS
Page 30 of 72
Steps 5 amp 7 ndash Identify the existing KM processes and assess the KM infrastructure
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
5
Build a
knowledge
database for
AFC
Establish a
knowledge
database
(1) Knowledge
capture
(externalization
internalization)
(2) Knowledge
application
(routines)
Centralize
technical
library
Intranet to
keep Work
Instruction
(WI)
procedure and
drawings
Top
management
support
Relies
mainly on
paper-based
central
library and
intranet
Intranet
calendaring
Web-based
discussion
group Staff are
willing to
share
informati
on and
knowledg
e
PC
training
room and
on-site
equipmen
t
Yes but
low
efficiency
No as
system
complexity
became
higher the
effectiveeff
iciency was
dropped due
to poor
organizing
of
information
and
knowledge
45
Ensure
maintenance
contractor
have
competence
to maintain
the system
Share
knowledge
with
collaboration
partners
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Arrange
formal
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Relied on
Email and
SharePoint
PC based
Internet and
SharePoint
Yes
Yes but
needs to
ensure new
staff(due to
turnover)
are also
competence
4
Capture key
knowledge
from
Arrange on-
the-job
training to
Knowledge
sharing
(socialization
Learning by
observation
and practice
Email and
word
processing
Mentorship
PC based
Intranet
Email and
Yes but
low
efficiency
No because
mentorship
scheme
Improving Productivity amp Sustainability Through KMS
Page 31 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
experience
staff
experience
staff
exchange) documents Microsoft
Office
applications
could only
arrange one
or two staff
for job-
attachment
35
Strengthen
training and
practice for
AFCSDT
Conduct drill
exercise
Knowledge
application
(direction
routines)
Learning by
practice
Relied on
Microsoft
Office
applications
Yes
Yes but
there is no
plan to
conduct the
drill and the
report did
not organize
in proper
manner
3
Ensure new
system to
implement
according to
Particular
Specificatio
n
Capture useful
information
from PS Knowledge
capture
(externalization
internalization)
Face-to-face
project
meetings
Project
submissions
by Email
Incentives link
to
performance
appraisal
Relied on
Email and
Sharepoint
PC based
Internet and
Sharepoint
Contracto
r are
willing to
share
informati
on with
client
PC
meeting
rooms and
site
environm
ent
Yes Yes Capture useful
information
for test amp
commissionin
g
25
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Knowledge
capture
(externalization
internalization)
Classroom
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Top
management
encouragemen
t
Part of staff
developmen
t
programme
PC based
Intranet
Email and
Microsoft
Office
applications
Staff are
willing to
learn
PC
meeting
rooms and
site
environm
ent
Yes
Yes but the
training
material did
not organize
in proper
manner
Ensure Resolve all Knowledge Face-to-face Email and Incentives link Part of pre- Maintain Yes Yes
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Page 32 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
defects are
resolved
before
putting the
new system
into
operations
defects before
handover the
system
application
(direction
routines)
project
meetings
word
processing
documents
to
performance
appraisal
commissioni
ng activities
higher
performan
ce
standard
2
Ensure
maintenance
contractor
have
competence
to maintain
the system
Strengthen
contractor
monitoring
and
supervision
Knowledge
application
(routines)
Face-to-face
performance
review
meetings
Part of post-
commissioni
ng activities
Yes Yes
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Steps 8 ndash Develop additional needed KM systems mechanisms and technologies
Priority Major Processes Sub-processes Recommended KM Processes Develop Additional Needed KM Systems
Mechanisms Technologies
5 Build a knowledge
database for AFC
Establish a knowledge
database
(1) Knowledge capture
(externalization internalization)
(2) Knowledge application
(routines)
Convert AFC knowledge into explicit
forms
(1) Apply SharePoint to build a
document-management platform for
AFC SharePoint needs to be
customized the architecture for AFC
As such it becomes an access shared
workspaces information stores and
documents
(2) Apply MTR Creator (Web-based
discussion groups) to share
knowledge for AFC
45
Ensure maintenance
contractor have
competence to
maintain the system
Share knowledge with
collaboration partners
(1) Knowledge sharing
(socialization exchange)
(2) Knowledge application
(direction routines)
(1) Utilize of knowledge stored in
SharePoint
(2) Assess the competence level of
maintenance contractor periodically
4
Capture key
knowledge from
experience staff
Arrange on-the-job
training to experience
staff
Knowledge sharing (socialization
exchange)
(1) Capture and transfer of expertsrsquo
knowledge into procedures in
centralize electronic document system
(2) Conduct case study to strengthen
internalization process
35 Strengthen training
and practice for
AFCSDT
Conduct drill exercise Knowledge application (direction
routines)
To share drill report procedures best
practices and lessons learned for AFC
25 Arrange formal training Knowledge capture
(externalization internalization) To share training material for AFC
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94 Analysis and Recommendation
Base on the above Item 93 of KM assessment below are the analysis and recommendation
941 Analysis
- MTR is a large transportation company that pursued a low-cost business strategy to operate
its systems in a safe and reliable manner
- MTR faces low levels of uncertainty because of monopoly AFC tasks are highly dependent
because individual machines are co-related
- MTR relies mainly on explicit procedure knowledge However several projects and railway
extensions make frequent changes in the system As such MTR becomes more rely on the
tacit knowledge possessed by its employees
- MTR had pursued technologies (eg SharePoint and Web-based discussion groups) to
support knowledge management The company had set-up the platform but there was no
expertise to customize particular application Staff had just used these softwares as rituals
rather than knowledge capturing or sharing platform
942 Recommendations
- To enhance people-to-document through more on-the-job training and develop an electronic
document system that codifies stores disseminates and allows reuse of knowledge for AFC
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Page 35 of 72
- MTR had successfully applied the SharePoint in projects and railway extensions as pilot
Because of the reuse economics MTR shall further extend the application of SharePoint in
Operations Department and arrange expertise to customize the application for AFC
- Establishment and use of communities of AFC to support socialisation capture and reuse of
knowledge To enhance socialisation through more job attachments meetings and group
projects
- To enhance internalisation through more training case studies and presentations
- To motivate staff to setup amp maintain KMS for ongoing operations
bull Physiological need
ndash Review salary by staff performance
ndash Clear reward system
bull Safety need
ndash Job is secured even though share knowledge with others
ndash Training for staff without enough skill
bull Belongingness need
ndash Knowledge sharing (eg Share knowledge in SharePoint)
ndash More team activity (eg Work Improvement Team for AFC)
bull Self esteem need
ndash Social relationship with other
ndash After-office-hour activities
ndash Promotion opportunity
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10 Implementation Strategies and Plan
Below are the implementation strategies and plans
101 Use Information Technologies and Existing Resources
Based on Item 94 of KM analysis and recommendation below are the implementation details and
strategies Information technologies will be used as practical tools for activities mainly performed
and directed by humans to achieve real knowledge-based organizations Further it is inclined to use
existing resources and infrastructure due to time and budget constraints
102 Web-based Technologies
Among information technologies the web-based collaborative tools such as Wiki are very
successful and made it possible for corporate employees to continuously contribute and access
information to and from the central repository Virtual world further increased collaborative
opportunities in the process of knowledge sharing In virtual world a team can work synchronously
The new generations of virtual world tools allow the team not only meet and exchange ideas verbally
but also document them by creating processes procedures and diagrams of concepts that are
explicitly formed one part of the base of organizational knowledge
103 Codification Approach
One strategy to KM involves active management of knowledge (push strategy) In such an instance
individuals strive to explicitly encode their knowledge into a shared knowledge repository such as a
database as well as retrieving knowledge they need which other individuals have provided to the
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Page 37 of 72
repository This is also commonly known as codification approach to KM In the below section
SharePoint will be used to implement a shared knowledge repository
104 Personalization Approach
Another strategy to KM involves individuals who make requests for knowledge from experts
associated with a particular subject on an ad hoc basis (pull strategy) In such an instance experts
can provide their insights to the particular person or people who need this information This is also
commonly known as the personalization approach to KM In the below section MTR Creators will
be used to implement an E-Discussion Forum Within MTR Creators Subject Matter Advisor (SMA)
will act as an expert to provide feedback to particular questioner
105 KM Mechanisms
Knowledge can be accessed at three stages of ldquobeforerdquo ldquoduringrdquo and ldquoafter KM-related activities
Different organizations have tried various knowledge capture incentives including making content
submission mandatory and incorporating rewards into performance measurement plans as motivation
Whenever staff found that KMS is useful for them or once the habit of contributing sharing and
accessing knowledge is instilled incentivesmotivation are no longer required In the below section
rewards scheme will be incorporated into Annual Performance Appraisal to evaluate the contribution
of KM
106 Knowledge Management Software
Knowledge Management Software is a subset of enterprise content management software which
contains a range of software that specializes in the way information is collected stored andor
accessed The knowledge management is based on a range of practices used by an individual a
Improving Productivity amp Sustainability Through KMS
Page 38 of 72
business and a large corporation to identify create represent and redistribute information for a
range of purposes Software that enables an information practice or range of practices at any part of
the processes of information management can be deemed as information management software A
subset of information management software emphasizes an approach to build knowledge out of
information that is managed or contained which is often called knowledge management software
107 Selection of Knowledge Management Software
In 2008 and 2009 MTR had spent a lot of resources and make huge investments in the latest
technologies (eg SharePoint 2007) systems (MTR Creators) and infrastructures to support
knowledge management Furthermore these knowledge management software tools have the
advantages of using organizationrsquos existing information technology infrastructure with supporting by
senior management Additionally there was no funding for the implementation of this project
Hence existing resources will be made good use of building the application for AFC instead of
sourcing alternative software
1071 SWOT Analysis
In the following table a SWOT analysis is conducted SharePoint (existing resources) and PC Base
Expert System are selected for comparison The aim is to select the right technology to build the
web-base knowledge repositories
SharePoint PC Base Expert System
Strength
(1) Because of existing resources
(introduced in end 2008) it is not required
(1) Can develop as artificial
intelligence by means of Case-
Improving Productivity amp Sustainability Through KMS
Page 39 of 72
to raise funding
(2) Minimum user training
(3) Just need to do the setup customization
and administrative work
(4) Web-base document library can also
fulfill business objectives
(5) Relative easy to do the setup
customization amp administration
based or rule-Based reasoning
systems
(2) Can develop as web-base
library
(3) Fulfill business objectives
Weakness
Expertise to do setup customization amp
administration
(1) Need to raise additional cost
Relative longer development time
(2) Need expertise to develop
Opportunities
(1) Relative easy to get short win
(2) Management support in prior
More applications by means of
Case-based or rule-based
reasoning systems
Threat
Limited applications Higher cost but other technologies
may fulfill the same objectives
In the following table SWOT analysis is conducted MTR Creators (existing resources) and Yahoo
Knowledge are selected for comparison The aim is to select the right collaborative technology
(groupware etc) to build an E-discussion forum
Improving Productivity amp Sustainability Through KMS
Page 40 of 72
MTR Creators Yahoo Knowledge
Strength
(1) Because of existing resources
(introduced in end 2009) it is not required
to raise funding
(2) Minimum user training
(3) Just need to do the setup
customization and administrative work
(4) The web-base discussion forum can
fulfill business objectives
(1) Able to fulfill business
objectives
(2) Attractive MMI
(3) With scoring system to
encourage people to participate
(4) High degree of information
(5) Open to public
(6) No need to do setup
Weakness
(1) Limited to internal expertise
(2) Need to do the setup customization amp
administration work
Insufficient knowledge for specific
systems
Opportunities Management support in prior No cost is required
Threat
Have redundancy by means of Email or
other technologies
The answer has no guarantee
After analyzed SharePoint is selected to build web-base knowledge repositories because of no cost
and short implementation time while MTR Creators is selected to build an E-discussion forum with
the same reason More important both technologies are able to fulfill business objectives
108 Implementation Approaches
Both SharePoint and MTR Creators were not widely adopted at the beginning (mid of 2009) This
was because no expertise was willing to do the customization setup and administration work for the
Improving Productivity amp Sustainability Through KMS
Page 41 of 72
particular applications within the department In light of this these resources will be made good use
of and tried to maximize the utilization of these technologies and existing infrastructure In the
below sections setup customization and administrative works for SharePoint and MTR Creators
will be conducted The purpose is to build an E-document library and E-discussion forum to in line
with KM mechanisms
Improving Productivity amp Sustainability Through KMS
Page 42 of 72
109 Implementation Plan
Below is the project timeline In Jan 2010 all the setup and customization works for AFC had been completed In Feb 2010
application for these technologies together with other KM mechanisms had been started AFC SDT and other AFC team with a total
of about 22 staff were selected to apply the KMS for AFC In Jan 2010 a questionnaire had been sent to them to collect their needs
for AFC and their views for KMS In Jun 2010 another questionnaire had been sent to them to collect their comments after applying
the KMS for five months
November January February March April May
1 Review business context
2 Problem statement
3 Define project objective amp scope
4 Literature review
5 Data collection amp assessment
6 Implementation
7 Performance evaluation amp control
8 Submit project report
Tasks2009 2010
DescriptionJuneDecember
Improving Productivity amp Sustainability Through KMS
Page 43 of 72
1010 SharePoint
Microsoft SharePoint also known as Microsoft SharePoint Products and Technologies is a content
management system with integrated search functionality developed by Microsoft that allows users to
work in a web-based collaborative environment Microsoft provides certain built-in functionality and
third party developers can also develop custom modifications to extend functionalities
SharePoint is a collection of products and software elements that includes among a growing selection
of components web browser based collaboration functions process management modules search
modules and a document-management platform SharePoint can be used to host web sites that access
shared workspaces information stores and documents as well as host defined applications such as
wikis and blogs All users can manipulate proprietary controls called web parts or interact with
pieces of content such as lists and document libraries
10101 Background of Corporate Document Management System at MTR
In year 2008 MTR selected Microsoft SharePoint 2007 as the future document management platform
This platform became part of the infrastructure of Document Management System (DMS) for all
departments and supported the on-going document management needs of MTR Corporation
In mid 2008 the DMS platform was established by IT department in MTR The application setup and
administration work was relied on individual department In end 2008 these two pilot trials were
rolled out with satisfactory result which interested other departments to migrate their legacy system
into e-library Basically the application setup and ownership were released to individual department
The DMS consists of Document Libraries owned by various departments and working groups Please
Improving Productivity amp Sustainability Through KMS
Page 44 of 72
refer below Figure 5 for Enterprise Information Portal After clicking the DMS in Figure 5 the site
hierarchy tree of Document Libraries folders were expanded as illustrated in Figure 6
Figure 5 Figure 6
Referring to Figure 6 the Site Hierarchy Tree shows the document libraries that are available
in corresponding departmentrsquos folder The Document Libraries is a place on a site where user can
create share and update files It contains custom properties that stores metadata of files in the libraries
and also provides fine-grained security for granting access to those files The Document Libraries are
owned by various departments and working groups in the Operations Division Respective owner
possesses the autonomy to control who can access and to what extent under the Document Libraries
Due to various issues (for example some departments are not familiar with Information System setup
and not willing to take up the duties and responsibilities of being an administrator etc) the application
of SharePoint was not widely adopted in Operations Division
Improving Productivity amp Sustainability Through KMS
Page 45 of 72
10102 Use SharePoint as E-Document Library for AFC
Before 2009 SharePoint had never been applied to AFC knowledge management activities In Jan
2010 the initial set up share folder creation and the knowledge sharing activities for AFC among all
my staff had been conducted I acted as an Administrator role to govern knowledge management
activities in SharePoint Basically Administrators needed to manage the access permission and folder
structure of individual document libraries Meanwhile other working teams were encouraged to share
their knowledge and useful documents in SharePoint Before starting these activities in SharePoint the
following setup was required to arrange
10103 Created the folder structure
In the below Figure 7 the folder structure of a document library at Site Hierarchy called AFC SDT
was created AFC staff could add files to the library and other people can make changes to them
Those changes would be stored in the library at server not at their own computers And other people
could easily access the files by using a Web browser provided that they have been granted the
permissions to do so
Improving Productivity amp Sustainability Through KMS
Page 46 of 72
Figure 7 Figure 8
10104 Define Content Types
In the above Figure 8 the content type was defined which is suitable for AFC application A content
type is used to define the attributes of a document Each content type can store different attributes in
the document library and also can associate with different document library For example all
deliverable documents in a project file may require a set of attributes such as project code and project
owner By creating a project content type the required information such as project code must be
assured and the project owner will be associated with all variants of user deliverable documents for
AFC
10105 File Permission Settings
Improving Productivity amp Sustainability Through KMS
Page 47 of 72
In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
Improving Productivity amp Sustainability Through KMS
Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
Improving Productivity amp Sustainability Through KMS
Page 49 of 72
Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
Improving Productivity amp Sustainability Through KMS
Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
Improving Productivity amp Sustainability Through KMS
Page 51 of 72
Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
Improving Productivity amp Sustainability Through KMS
Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
Improving Productivity amp Sustainability Through KMS
Page 53 of 72
PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
Improving Productivity amp Sustainability Through KMS
Page 56 of 72
10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
Improving Productivity amp Sustainability Through KMS
Page 57 of 72
11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 2
Table of Content
1 Abstract 1
2 Abbreviations 3
3 Company Background 4
4 Business Context 4
5 Problem Statement 5
6 Project Objective 5
7 Process Management 7
8 Literature Review 7
9 Scope of Work 19
10 Implementation Strategies and Plan 36
11 Performance Evaluation amp Control 57
12 Conclusion 67
Appendix 1 - Reference 69
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge 70
Appendix 3 - Questionnaire for Performance Evaluation 71
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan 72
Improving Productivity amp Sustainability Through KMS
Page 1 of 72
1 Abstract
In the business world the main goal is to make maximum profit while optimize operational
efficiency will then be regarded as secondary Generally speaking most of the managers
pursued to outsource routine or IT work to save money In the past AFC maintenance was
done by in-house staff due to its nature and service criticality level In September 2009 the
AFC maintenance work for ATampD and TKL were outsourced Although management
enjoyed cost saving from outsourcing they also realized the subsequent loss of key AFC
knowledge On the other hand HR issues were also emerged in the form of staff layoff
redeployment succession plan and etc
In transportation services the marketplace is customer-oriented particularly expectation of
front line services will be much higher Customers take charge and always request responsive
and additional services After outsourcing MTR could not easily request additional work or
flexible scope of work from contractor unless pay more or revise the contract For sure
outsourcing can save significant money at the beginning However in the long run the
company must review whether or not she has over dependent on contractor in a way that
suffering from loss of some key knowledge and ultimately weakening her capability and
sustainability in the market
Leavitt Diamond is a model for analyzing management change It suggests that technology
tasks people and the organizational structure must maintain equilibrium Outsourcing had
reduced the tasks people and simply organizational structure whilst KMS is one of the
Improving Productivity amp Sustainability Through KMS
Page 2 of 72
solutions to keep LD in equilibrium by improving technologies and KM mechanisms within
the organization
In this project KMS in AFC will be applied to leverage knowledge between both in-house
staff and maintenance contractor Secondly a knowledge reservoir for AFC system will be
built The ultimate goal is to maintain key knowledge of AFC so as to improve productivity
and sustainability of the business
Improving Productivity amp Sustainability Through KMS
Page 3 of 72
2 Abbreviations
AFC Automatic Fare Collection
ATampD Airport Express Line Tung Chung Line amp Disney Resort Line
AFCSDT Automatic Fare Collection Special Duty Team
BPR Business Processes Reengineering
CampC Control amp Communication
CM Corrective Maintenance
HR Human Resource
IT Information Technology
JCM Job Characteristics Model
KCRC Kowloon-Canton Railway Corporation
KMS Knowledge Management System
LD Leavitt Diamond
MTR MTR Corporation Limited
MBO Management by Objectives
MCS Main Control System
OTD Operations Training Department
OH Overhaul
PS Particular Specification
PM Preventive Maintenance
SBM Station Based Maintenance
TampC Test amp Commissioning
TKL Tseung Kwan O Line
Improving Productivity amp Sustainability Through KMS
Page 4 of 72
URL Urban Line
WIL West Island Line
WI Work Instructions
3 Company Background
Currently MTR has 12 lines 82 stations and 62 light rail stations after the merger with ex-
KCRC in December 2007 It currently carries 35 million passengers each weekday MTR
has continued to expand its network locally and cross boundary to mainland China The WIL
will be put into service in year 2012
I am working in ATampD Technical Support Section to provide technical support for front line
maintenance staff and also need to manage asset management activities for all CampC systems
such as Telecom MCS and AFC etc In addition I need to conduct TampC work for new
station and railway extension
4 Business Context
Management pursued outsourcing of routine and IT work to cut cost and to keep minimum
in-house staff In consideration of staff turnover loss of key knowledge of service critical
system (eg AFC Signaling etc) will occur Hence pursuing KMS was usually followed or
before outsourcing This is to ensure the key knowledge can properly be maintained for
sustaining the core business and future development
Improving Productivity amp Sustainability Through KMS
Page 5 of 72
5 Problem Statement
Outsourcing could generate several millions of cost saving but concurrently generate surplus
of staff who might need to be redeployed or laid off The most crucial problem was the loss
of key knowledge to sustain the core business Secondly the switching cost is high and very
difficult to change back to in-sourcing since the market size is small and not easy to find
sufficient expertise to support and maintain the system Thirdly the company will totally
rely on contractor and is very difficult to request for higher service standard or flexible scope
of works unless to pay more money to contractor or to revise the scope of work In the long
run the existing contractor already dominates the market and keeps the key knowledge as
their proprietary asset The company will be hard to invite other contractors to beat the new
maintenance contract As a result monopoly will be occurred The company may enjoy
lower cost at the beginning but suffer from higher cost in the long-term
6 Project Objective
Outsourcing AFC maintenance work could save several millions of money but it would lose
key knowledge of AFC In light of this six technicians would be gradually redeployed from
Jan 2010 to Mar 2010 to form a special team (AFCSDT) who is under my supervision and
will be trained as AFC experts Meanwhile KMS to leverage their knowledge will be
applied to build a knowledge reservoir of AFC system AFCSDT would strengthen
contractor monitoring supervision and TampC activities for new projects My objective is to
maintain the key knowledge of AFC and ensure no operation impact after outsourcing new
projects and stationrailway extensions The ultimate goal is to improve productivity and
sustainability
Improving Productivity amp Sustainability Through KMS
Page 6 of 72
According to Robbins and Coulter Knowledge Management (KM) involves cultivating a
learning culture where organizational members gather knowledge systematically and share it
with others within the organization so as to achieve better performance I will try to make it
easy for AFCSDT staff to communicate and share their knowledge in order that they can
learn other ways to do their jobs more effectively and efficiently and eventually improve
AFC performance as well as organizational performance
Refer to Becerra-Fernandez et al (2004) employees sharing knowledge with one another
the turnover rates were reduced thereby positively affecting revenue and profit The
development of AFC KMS will provide AFCSDT with solutions to problems they face in
case those problems have been encountered earlier and effectively addressed Ultimately
AFCSDT can be trained as AFC experts and thus AFC knowledge can be on-going stored
shared and maintained in AFC KMS
Improving Productivity amp Sustainability Through KMS
Page 7 of 72
7 Process Management
The project objective is defined and linked to business objectives The next step is to conduct
literature review and KM assessment before implementation In Figure 1 it shows the
processes and workflows of this project The below sections will go through all necessary
processes
8 Literature Review
81 Business Definition for Leavitts Diamond (LD)
Analysis Assessment amp Apply
Business Objective
KM Assessment
PROBLEM STATEMENT Project Objective
STRATEGY Formulation of a PLAN
CHANGE Mechanisms amp Technologies
IMPLEMENTATION
PERFORMANCE Evaluation amp Control
Literature Review
Figure 1 - Project Workflow
ENVIRONMENT ORGANIZATION
Motivation Maintain the system until mature
Improving Productivity amp Sustainability Through KMS
Page 8 of 72
LD is a model for analyzing management change developed by Harold J Leavitt Leavitts
Diamond is based on the idea that it is rare for any change to occur in isolation Leavitt sees
technology tasks people and the organizational structure in which they function as four
interdependent variables visualized as the four points of a diamond Change at any one point
of the diamond will impact some or all of the others Thus a changed task will necessarily
affect the people involved in it the structure in which they work and the technology that
they use Failure to manage these interdependencies at critical times of change can create
problems Managing of equilibrium of four elements was essential to the corporation Please
refer below Figure 2 for LD
Figure 2 - Leavitts Diamond (LD)
Due to staff retirement and outsourcing of AFC maintenance service AFC knowledge will
subsequently be lost According to LD the change in ldquopeoplerdquo (staff retirement) and
ldquobusiness processrdquo (from in-house maintenance to outsourcing) will affect other variables As
the change of organization structure is comparatively hard it is then considered to have
Improving Productivity amp Sustainability Through KMS
Page 9 of 72
ldquotechnologyrdquo change to maintain the equilibrium of LD KM can then be adopted as a tool to
keep the key knowledge of AFC
82 Rapid Change in Business Processes
Companies must try to change their business approaches so as to survive in the rapid
changing environment especially to enter the global markets However Wiig (2004) pointed
out that there are six major challenges of which companies need to do in order to survive in
the rapid changing environment
The increase of knowledge-intensive work leads to the creation and delivery of better
and greater complexity of management and operating practices
Due to globalization the pressure has been arisen This results in the changing of the
nature of business in the competitive environment It is therefore needed to inform
customers and increase dependence on intellectual capital
Different complex practices in management operational and technical approaches are
bought in such as the new generation of knowledge management advancement of
information management and technology as well as explicit people-focused knowledge
management
Technology business conditions regulatory and legal requirements practices and
demands are changing faster than ever expected
Workers are now demanding more involvement in work They are less satisfied with
traditional employment conditions
Traditional training and education are often exceeded the time than allocated
83 Changing in Technology People and Structure
Improving Productivity amp Sustainability Through KMS
Page 10 of 72
Wiig (2004) stated that these challenges can be addressed by the below listed four
management initiatives
Organization has to widely disseminate and provide systematic and comprehensive
knowledge management guided by management
Organization has to promote integrative management practices not only on personal but
also to departments and business unit at all levels so as to achieve the common goals of
collaboration and understanding KM
Organization has to foster and capitalize its intellectual capital and assets operational
and strategic value of human capital and information capital
Organization has to provide competitive products and establish people-focused
management and organization of knowledge-related work
84 Survival in Rapid Changing Environment through Knowledge
Management
Wiig (2004) stated that global economy demands excellence Many companies are trying to
maintain at the top position by innovating faster than their competitors in order to survive
Companies must carefully manage knowledge-intensive work It refers to the high
performing people to deal with the intellectual work In fact work intensity is a function
which includes at least the four factors as shown below
In normal situation the degree of knowledge intensity is determined by the amount of
knowledge needed to deliver competent work
Knowledge intensity is influenced subject to the variety of challenges of which people
handle competently
Improving Productivity amp Sustainability Through KMS
Page 11 of 72
The degree of knowledge will increase in high-value situations where the consequences
of errors are large
The degree of knowledge intensity is parallel to the swiftness of action
85 Definition for Knowledge Management (KM)
According to Robbins and Coulter (2005) Knowledge Management (KM) involves
cultivating a learning culture where organizational members systematically gather and share
knowledge with others within the organization so as to achieve better performance
Management must try to make it easy for staff to communicate and share their knowledge in
order that they can learn from other ways to do their jobs more effectively and efficiently and
eventually improve organizational performance
According to Becerra-Fernandez et al (2004) knowledge is first created in peoplesrsquo minds
A company must identify ways to encourage and stimulate the ability of employees to
develop new knowledge Besides company must enable effective ways to elicit represent
organize re-use and renew this knowledge The people using KM systems are the integral
part of the KM systems Moreover a company needs to use social mechanisms and
technologies to facilitate knowledge workers to discover share and apply their knowledge
KM comprises a range of strategies and practices used in an organization to identify create
represent distribute and enable adoption of insights and experiences Such insights and
Improving Productivity amp Sustainability Through KMS
Page 12 of 72
experiences comprise knowledge either embodied in individuals or embedded in
organizational processes or practice
An established discipline since 1991 (see Nonaka 1991) KM includes courses teaching in the
fields of business administration information systems management and library and
information sciences More recently other fields have started contributing to KM research
these include computer science information and media
KM efforts have a long history to include on-the-job discussions formal apprenticeship
discussion forums corporate libraries professional training and mentoring programs More
recently with the increased use of computers in the second half of the 20th century specific
adaptations of technologies such as knowledge bases expert systems knowledge repositories
group decision support systems intranets and computer supported cooperative work have
been introduced to further enhance such efforts
86 Definition for Knowledge Management Systems (KMS)
In 1999 the term personal knowledge management was introduced which refers to the
management of knowledge at the individual level (Wright 2005) In terms of the enterprise
early collections of case studies recognized the importance of knowledge management
dimensions of strategy process and measurement (Morey Maybury amp Thuraisingham 2002)
Key lessons learned included people and the cultures that influence their behaviors are the
single most critical resource for successful knowledge creation dissemination and
application cognitive social and organizational learning processes are essential to the
success of a knowledge management strategy and measurement benchmarking and
Improving Productivity amp Sustainability Through KMS
Page 13 of 72
incentives are essential to accelerate the learning process and to drive cultural change In
short knowledge management programs can yield impressive benefits to individuals and
organizations if they are purposeful concrete and action-oriented More recently with the
advent of the Web 20 the concept of knowledge management has evolved towards a vision
more based on people participation and emergence
According to Becerra-Fernandez et al (2004) knowledge management mechanisms such as
mentoring retreats etc are organizational or structural means used to promote knowledge
management (KM) The use of leading-edge information technologies (IT) (eg Web-based
conferencing) to support KM mechanisms enables dramatic improvement in KM Knowledge
Management Systems (KMS) is the synergy between latest technologies and socialstructural
mechanisms In summary Knowledge Management System (KMS) refers to the Latest
Technology plus SocialStructural Mechanisms Please refer below table for the relationship
between KM processes mechanisms and corresponding technologies
KM
Processes
KM
Systems
KM Sub-
Processes
Illustrative KM
Mechanisms
Illustrative KM
Technologies
Knowledge
Discovery
Knowledge
Discovery
System
Combination Meetings telephone
conversations and
documents
collaborative creation
of documents
Databases web-based
access to data data
mining repositories of
information Web
portals best practices
and lessons learned
Improving Productivity amp Sustainability Through KMS
Page 14 of 72
KM
Processes
KM
Systems
KM Sub-
Processes
Illustrative KM
Mechanisms
Illustrative KM
Technologies
Socialization Employee rotation
across departments
conferences
brainstorming
retreats cooperative
projects initiation
Video-conferencing
electronic discussion
groups e-mail
Knowledge
Capture
Knowledge
Capture
Systems
Externalization Models prototypes
best practices lessons
learned
Expert systems chat
groups best practices
and lessons learned
databases
Internalization Learning by doing
on-the-job training
learning by
observation and face-
to-face meetings
Computer-based
communication AI-
based knowledge
acquisition computer-
based simulations
Knowledge
Sharing
Knowledge
Sharing
Systems
Socialization See above See above
Exchange Memos manuals
letters presentations
Team collaboration
tools web-based access
to data databases and
repositories of
information best
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Page 15 of 72
KM
Processes
KM
Systems
KM Sub-
Processes
Illustrative KM
Mechanisms
Illustrative KM
Technologies
practices databases
lessons learned systems
and expertise locator
system
Knowledge
Application
Knowledge
Application
Systems
Direction Traditional
hierarchical
relationships in
organizations help
desks and support
centers
Capture and transfer of
expertsrsquo knowledge
troubleshooting systems
and case-based reasoning
systems decision
support systems
Routines Organizational
policies work
practices and
standards
Expert systems
enterprise resource
planning systems
management information
systems
87 Motivation
Referring to Gary amp Alan (2008) motivation is an extent to which persistent effort is
directed toward a goal Effort persistence direction and goal are important elements to
achieve motivation
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According to Becerra ndashFernandez et al 2004 KM is directly linked to what people know
and how what they know can support business and organizational objectives It draws on
human competency intuition ideas and motivations In light of this motivation is one of the
important elements which cannot be ignored during the implementation of KM Motivation
can positively influence and encourage staff to contribute continuously their efforts towards
the successful attainment of KM
With reference to Wikipedia there is a number of claims exist as to the motivations leading
organizations to undertake a KM effort Typical considerations driving a KM effort include
making available increased knowledge content in the development and provision of products
and services as well as achieving shorter new product development cycles and etc
871 Need Theory of Work Motivation
According to Gary amp Alan (2008) the Need Theory specified what kinds of needs people
have and the conditions under which they will be motivated to satisfy these needs in a way
that contributes to better performance Needs are physiological and psychological wants or
desires that individuals can satisfy by acquiring certain incentives or achieving particular
goals It is the behaviour stimulated by this acquisition process that reveals the motivational
character of needs According to Maslowrsquos Hierarchy of Needs motivation can be divided
into intrinsic and extrinsic as shown in Figure 3
Improving Productivity amp Sustainability Through KMS
Page 17 of 72
The unsatisfied need category at the lowest-level has the greatest motivating potential The
best motivation depends on the personrsquos position in the need hierarchy According to Maslow
individuals are motivated to satisfy their physiological needs before they reveal an interest in
safety needs Thus safety needs must be satisfied before social needs become motivational
and so on
872 Goal Setting Theory and Management by Objectives
According to Robbins and Coulter (2005) goal setting is a motivational technique that uses
specific challenging and acceptable goals and provides feedback to enhance performance
The two main categories are learning goals and performance goals Learning goals are
process-oriented goals that focus on learning and enhancing the understanding of a task and
the use of task strategies Performance goals are outcome-oriented goals that focus on the
achievement of specific performance outcomes
Physiological
Safety
Belongingness
Self-esteem
Self-actualization
Intrinsic Motivation
Extrinsic Motivation
Figure 3 ndash Maslowrsquos Hierarchy of Needs
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Page 18 of 72
According to Robbins and Coulter (2005) Management by Objectives (MBO) is an elaborate
goal-setting and evaluation process that organizations typically use for management tasks
Objectives for the organization as a whole are developed by top management and diffused
down and translated into specific behavioural objectives for individual members to achieve
through the process of planning motivating evaluating and reward
873 Job Characteristics Model (JCM)
According to Robbins and Coulter (2005) JCM specified the job characteristics and used to
redesign work to make it more motivated Referring to Figure 4 below it describes how the
first three dimensions ndash skill variety task identity and task significance ndash combine to create
meaningful work From a motivational standpoint JCM suggests that internal rewards are
obtained when an employee learns (knowledge of results through feedback) that he or she
personally (experienced responsibility through autonomy of work) has well performed on a
task that he or she cares about (experienced meaningfulness through skill variety task
identity andor task significance) The more these three conditions characterize a job the
greater the employeersquos motivation
Improving Productivity amp Sustainability Through KMS
Page 19 of 72
Figure 4 ndash Job Characteristic Models (JCM)
9 Scope of Work
The major scope to keep knowledge for AFC is to ensure no negative impact during changes
in business environment My key assignment is to train AFCSDT as AFC expert in the
coming two years KMS will be applied to leverage their knowledge and build a reservoir
for AFC knowledge Meanwhile motivation theory will also be applied to ensure ongoing
operations until the KMS become an organizational culture in the department AFCSDT
would strengthen contractor monitoring supervision and TampC activities to ensure no adverse
impact after outsourcing new projects or stationrailway extensions
91 How do I manage their motivation forces
In December 2009 six technicianssenior technicians were redeployed to my section and
under my supervision With reference to the results of other departments the initial setup of
Improving Productivity amp Sustainability Through KMS
Page 20 of 72
KMS might not be difficult but to keep a momentum to maintain the KMS as departmental
culture would be a real challenge It is because there are several inherent personnel issues as
below
- Employees always think that their special skill and knowledge are eroding
- Employees will think that KMS is an extra task other than normal duties hence they will
be reluctant to involve in it
- Fear of job securityredundancy
- Normal working hours are already occupied by day-to-day duties therefore not much
time can be spared to handle additional KM activities
Because of the captioned reasons motivation techniques must be applied to tempt staff to use
KMS In addition it is essential to keep the momentum forces of KMS and to ensure
sufficient driving forces of motivation within the team until using KMS become departmental
culture According to Maslowrsquos Hierarchy of Needs motivation can be achieved by the
below techniques
Maslowrsquos Hierarchy of
Needs
Propose motivation techniques
Physiological
1 Review salary by staff performance in relation to KMS
2 Clear reward system
Safety
1 Job is secured even though share knowledge with other
2 Training for staff without enough skill
Belongingness 1 Knowledge sharing
Improving Productivity amp Sustainability Through KMS
Page 21 of 72
Maslowrsquos Hierarchy of
Needs
Propose motivation techniques
2 More team activity
Self esteem
1 Social relationship with other
2 After-office-hour activities
3 Promotion opportunity
92 Qualitative Measures
In order to identify existing KM processes qualitative measures will be used Questionnaire
and informal chatting with the technicians and engineers were arranged in January 2010
Please refer Appendix 2 for the questionnaire
93 KM Assessment
Firstly an assessment for contingent factors will be conducted This is to evaluate the effect
of knowledge and task characteristics environmental and organizational characteristics
before selecting appropriate KM processes Secondly methodology will be assessed This is
to identify task-oriented key processes assess the contingency factors prioritize assess the
KM infrastructure and develop additional needed KM systems mechanisms and
technologies applied to AFC The eight steps are required to go through and are summarized
as below The elaboration of each steps are detailed in the following tables
1 Identify task-oriented key processes
2 Assess the contingency factors
Improving Productivity amp Sustainability Through KMS
Page 22 of 72
3 Identify the KM processes based on each contingency factor
4 Prioritize the needed KM processes
5 Identify the existing KM processes
6 Identify the additional needed KM processes
7 Assess the KM infrastructure
8 Develop additional needed KM systems mechanisms and technologies
Improving Productivity amp Sustainability Through KMS
Page 23 of 72
Steps 1 amp 2 ndash Identify task-oriented key processes and assess the contingency factors
Business
Objectives Major Processes Sub-processes
Assess the Contingency Factors
Task Characteristics Knowledge Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environmental
Uncertainty =
High or Low
Task
Uncertainty =
High or Low
Task
Dependence =
High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain key
knowledge for
AFC
Form a special team for
AFC work
Form an AFC
Special Duty Team
(AFCSDT)
Low NA NA NA Large NA NA
Strengthen training and
practice for AFCSDT
Arrange formal
training Low Low Explicit Procedural Large Low cost Low
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Build a knowledge
database for AFC
Establish a
knowledge database Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Ensure no
operations
impact during
outsource of
AFC
maintenance
service
Capture key knowledge
from experience staff
Arrange job
attachment to
experience staff
NA NA Both NA Small Low cost Low
Ensure maintenance
contractor have
competence to maintain
the system
Share knowledge
with collaboration
partners
Low High Tacit Both Small Low cost Low
Strengthen contractor
monitoring and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low
Ensure no
operations
impact during
new project or
new
stationline
opening
Ensure new system to
implement according to
Particular
Specification(PS)
Capture useful
information from PS Low Low Explicit Procedural
Small (conduct
by small team) Low cost Low
Capture useful
information for test
amp commissioning
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Ensure defects are
resolved before putting
the new system into
operations
Resolve all defects
before handover NA NA Both Both
Large (done by
whole Section) Low cost Low
Improving Productivity amp Sustainability Through KMS
Page 24 of 72
Steps 3 ndash Identify the KM processes based on each contingency factor
Characteristic LevelType Recommended KM Processes
Organization
Size
Small Knowledge sharing (socialization)
Knowledge application (direction)
Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Large Knowledge sharing (exchange)
Knowledge application (routines)
Knowledge discovery (combination)
Knowledge capture (externalization internalization)
Business Strategy
Low cost Knowledge application (direction routines)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Differentiation Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Environmental
Uncertainty
Low Knowledge sharing (socialization exchange)
Knowledge capture (externalization internalization)
High Knowledge discovery (combination socialization)
Knowledge application (direction routines)
Improving Productivity amp Sustainability Through KMS
Page 25 of 72
Steps 3 ndash Identify the KM processes based on each contingency factor
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain
key
knowledge
for AFC
Form a
special team
for AFC
work
Form an
AFC Special
Duty Team
(AFCSDT)
Low NA NA NA Large NA NA NA
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Low Low Explicit Procedural Large Low cost Low
Knowledge capture
(externalization
internalization)
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Knowledge sharing
(socialization
exchange)
Build a
knowledge
database for
AFC
Establish a
knowledge
database
Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Knowledge capture
(externalization
internalization)
Ensure no
operations
impact
during
outsource
of AFC
maintenanc
e service
Capture key
knowledge
from
experience
staff
Arrange job
attachment to
experience
staff
NA NA Both NA Small Low cost Low
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Ensure
maintenance
contractor
have
Share
knowledge
with
collaboration
Low High Tacit Both Small Low cost Low
Knowledge sharing
(socialization
exchange)
Improving Productivity amp Sustainability Through KMS
Page 26 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
competence
to maintain
the system
partners
Strengthen
contractor
monitoring
and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low NA
Ensure no
operations
impact
during new
project or
new
stationline
opening
Ensure new
system to
implement
according to
Particular
Specification
(PS)
Capture
useful
information
from PS
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Capture
useful
information
for test amp
commissioni
ng
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Ensure
defects are
resolved
before
putting the
new system
into
operations
Resolve all
defects
before
handover
NA NA Both Both Large (done by
whole Section) Low cost Low
Knowledge
application
(direction
routines)
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Page 27 of 72
Steps 4 ndash Prioritize the needed KM processes
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
Maintain
key
knowledg
e for AFC
Form a
special
team for
AFC
work
Form an
AFC
Special
Duty Team
(AFCSDT)
No OK NA NA No NA NA NA 0 1 2 05
Strengthe
n training
and
practice
for
AFCSDT
Arrange
formal
training
No No OK Yes No Yes No
Knowledge
capture
(externalizatio
n
internalization
)
2 1 4 25
Conduct
drill
exercise
No OK OK OK Yes Yes No
Knowledge
application
(direction
routines)
2 3 2 35
Build a
knowledg
e database
for AFC
Establish a
knowledge
database
OK Yes Yes OK Yes Yes No
(1)
Knowledge
capture
(externalizatio
n
internalization
)
(2)
Knowledge
application
(routines)
4 2 3 5
Ensure no
operations
Capture
key
Arrange on-
the-job NA OK Yes OK Yes Yes No
Knowledge
sharing 3 2 1 4
Improving Productivity amp Sustainability Through KMS
Page 28 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
impact
during
outsource
of AFC
maintenan
ce service
knowledg
e from
experienc
e staff
training to
experience
staff
(socialization
exchange)
Ensure
maintenan
ce
contractor
are
compete
to
maintain
the
system
Share
knowledge
with
collaboratio
n partners
No Yes Yes OK Yes Yes No
(1)
Knowledge
sharing
(socialization
exchange) (2)
Knowledge
application
(direction
routines)
4 1 1 45
Strengthen
contractor
monitoring
and
supervision
NA NA No Yes No Yes No
Knowledge
application
(routines)
2 0 3 2
Ensure no
operations
impact
during
new
project or
new
stationlin
e opening
Ensure
new
system to
implemen
t
according
to
Particular
Specificat
ion(PS)
Capture
useful
information
from
Particular
Specificatio
n
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
)
3 0 4 3
Capture
useful
information
for test amp
commissioni
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
3 0 4 3
Improving Productivity amp Sustainability Through KMS
Page 29 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
ng )
Ensure
defects
are
resolved
before
putting
the new
system
into
operations
Resolve all
defects
before
handover
the system
NA NA OK Yes No Yes No
Knowledge
application
(direction
routines)
3 1 2 25
Yes = 1 OK = 05 No = 0
Improving Productivity amp Sustainability Through KMS
Page 30 of 72
Steps 5 amp 7 ndash Identify the existing KM processes and assess the KM infrastructure
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
5
Build a
knowledge
database for
AFC
Establish a
knowledge
database
(1) Knowledge
capture
(externalization
internalization)
(2) Knowledge
application
(routines)
Centralize
technical
library
Intranet to
keep Work
Instruction
(WI)
procedure and
drawings
Top
management
support
Relies
mainly on
paper-based
central
library and
intranet
Intranet
calendaring
Web-based
discussion
group Staff are
willing to
share
informati
on and
knowledg
e
PC
training
room and
on-site
equipmen
t
Yes but
low
efficiency
No as
system
complexity
became
higher the
effectiveeff
iciency was
dropped due
to poor
organizing
of
information
and
knowledge
45
Ensure
maintenance
contractor
have
competence
to maintain
the system
Share
knowledge
with
collaboration
partners
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Arrange
formal
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Relied on
Email and
SharePoint
PC based
Internet and
SharePoint
Yes
Yes but
needs to
ensure new
staff(due to
turnover)
are also
competence
4
Capture key
knowledge
from
Arrange on-
the-job
training to
Knowledge
sharing
(socialization
Learning by
observation
and practice
Email and
word
processing
Mentorship
PC based
Intranet
Email and
Yes but
low
efficiency
No because
mentorship
scheme
Improving Productivity amp Sustainability Through KMS
Page 31 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
experience
staff
experience
staff
exchange) documents Microsoft
Office
applications
could only
arrange one
or two staff
for job-
attachment
35
Strengthen
training and
practice for
AFCSDT
Conduct drill
exercise
Knowledge
application
(direction
routines)
Learning by
practice
Relied on
Microsoft
Office
applications
Yes
Yes but
there is no
plan to
conduct the
drill and the
report did
not organize
in proper
manner
3
Ensure new
system to
implement
according to
Particular
Specificatio
n
Capture useful
information
from PS Knowledge
capture
(externalization
internalization)
Face-to-face
project
meetings
Project
submissions
by Email
Incentives link
to
performance
appraisal
Relied on
Email and
Sharepoint
PC based
Internet and
Sharepoint
Contracto
r are
willing to
share
informati
on with
client
PC
meeting
rooms and
site
environm
ent
Yes Yes Capture useful
information
for test amp
commissionin
g
25
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Knowledge
capture
(externalization
internalization)
Classroom
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Top
management
encouragemen
t
Part of staff
developmen
t
programme
PC based
Intranet
Email and
Microsoft
Office
applications
Staff are
willing to
learn
PC
meeting
rooms and
site
environm
ent
Yes
Yes but the
training
material did
not organize
in proper
manner
Ensure Resolve all Knowledge Face-to-face Email and Incentives link Part of pre- Maintain Yes Yes
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Page 32 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
defects are
resolved
before
putting the
new system
into
operations
defects before
handover the
system
application
(direction
routines)
project
meetings
word
processing
documents
to
performance
appraisal
commissioni
ng activities
higher
performan
ce
standard
2
Ensure
maintenance
contractor
have
competence
to maintain
the system
Strengthen
contractor
monitoring
and
supervision
Knowledge
application
(routines)
Face-to-face
performance
review
meetings
Part of post-
commissioni
ng activities
Yes Yes
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Page 33 of 72
Steps 8 ndash Develop additional needed KM systems mechanisms and technologies
Priority Major Processes Sub-processes Recommended KM Processes Develop Additional Needed KM Systems
Mechanisms Technologies
5 Build a knowledge
database for AFC
Establish a knowledge
database
(1) Knowledge capture
(externalization internalization)
(2) Knowledge application
(routines)
Convert AFC knowledge into explicit
forms
(1) Apply SharePoint to build a
document-management platform for
AFC SharePoint needs to be
customized the architecture for AFC
As such it becomes an access shared
workspaces information stores and
documents
(2) Apply MTR Creator (Web-based
discussion groups) to share
knowledge for AFC
45
Ensure maintenance
contractor have
competence to
maintain the system
Share knowledge with
collaboration partners
(1) Knowledge sharing
(socialization exchange)
(2) Knowledge application
(direction routines)
(1) Utilize of knowledge stored in
SharePoint
(2) Assess the competence level of
maintenance contractor periodically
4
Capture key
knowledge from
experience staff
Arrange on-the-job
training to experience
staff
Knowledge sharing (socialization
exchange)
(1) Capture and transfer of expertsrsquo
knowledge into procedures in
centralize electronic document system
(2) Conduct case study to strengthen
internalization process
35 Strengthen training
and practice for
AFCSDT
Conduct drill exercise Knowledge application (direction
routines)
To share drill report procedures best
practices and lessons learned for AFC
25 Arrange formal training Knowledge capture
(externalization internalization) To share training material for AFC
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94 Analysis and Recommendation
Base on the above Item 93 of KM assessment below are the analysis and recommendation
941 Analysis
- MTR is a large transportation company that pursued a low-cost business strategy to operate
its systems in a safe and reliable manner
- MTR faces low levels of uncertainty because of monopoly AFC tasks are highly dependent
because individual machines are co-related
- MTR relies mainly on explicit procedure knowledge However several projects and railway
extensions make frequent changes in the system As such MTR becomes more rely on the
tacit knowledge possessed by its employees
- MTR had pursued technologies (eg SharePoint and Web-based discussion groups) to
support knowledge management The company had set-up the platform but there was no
expertise to customize particular application Staff had just used these softwares as rituals
rather than knowledge capturing or sharing platform
942 Recommendations
- To enhance people-to-document through more on-the-job training and develop an electronic
document system that codifies stores disseminates and allows reuse of knowledge for AFC
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Page 35 of 72
- MTR had successfully applied the SharePoint in projects and railway extensions as pilot
Because of the reuse economics MTR shall further extend the application of SharePoint in
Operations Department and arrange expertise to customize the application for AFC
- Establishment and use of communities of AFC to support socialisation capture and reuse of
knowledge To enhance socialisation through more job attachments meetings and group
projects
- To enhance internalisation through more training case studies and presentations
- To motivate staff to setup amp maintain KMS for ongoing operations
bull Physiological need
ndash Review salary by staff performance
ndash Clear reward system
bull Safety need
ndash Job is secured even though share knowledge with others
ndash Training for staff without enough skill
bull Belongingness need
ndash Knowledge sharing (eg Share knowledge in SharePoint)
ndash More team activity (eg Work Improvement Team for AFC)
bull Self esteem need
ndash Social relationship with other
ndash After-office-hour activities
ndash Promotion opportunity
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Page 36 of 72
10 Implementation Strategies and Plan
Below are the implementation strategies and plans
101 Use Information Technologies and Existing Resources
Based on Item 94 of KM analysis and recommendation below are the implementation details and
strategies Information technologies will be used as practical tools for activities mainly performed
and directed by humans to achieve real knowledge-based organizations Further it is inclined to use
existing resources and infrastructure due to time and budget constraints
102 Web-based Technologies
Among information technologies the web-based collaborative tools such as Wiki are very
successful and made it possible for corporate employees to continuously contribute and access
information to and from the central repository Virtual world further increased collaborative
opportunities in the process of knowledge sharing In virtual world a team can work synchronously
The new generations of virtual world tools allow the team not only meet and exchange ideas verbally
but also document them by creating processes procedures and diagrams of concepts that are
explicitly formed one part of the base of organizational knowledge
103 Codification Approach
One strategy to KM involves active management of knowledge (push strategy) In such an instance
individuals strive to explicitly encode their knowledge into a shared knowledge repository such as a
database as well as retrieving knowledge they need which other individuals have provided to the
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Page 37 of 72
repository This is also commonly known as codification approach to KM In the below section
SharePoint will be used to implement a shared knowledge repository
104 Personalization Approach
Another strategy to KM involves individuals who make requests for knowledge from experts
associated with a particular subject on an ad hoc basis (pull strategy) In such an instance experts
can provide their insights to the particular person or people who need this information This is also
commonly known as the personalization approach to KM In the below section MTR Creators will
be used to implement an E-Discussion Forum Within MTR Creators Subject Matter Advisor (SMA)
will act as an expert to provide feedback to particular questioner
105 KM Mechanisms
Knowledge can be accessed at three stages of ldquobeforerdquo ldquoduringrdquo and ldquoafter KM-related activities
Different organizations have tried various knowledge capture incentives including making content
submission mandatory and incorporating rewards into performance measurement plans as motivation
Whenever staff found that KMS is useful for them or once the habit of contributing sharing and
accessing knowledge is instilled incentivesmotivation are no longer required In the below section
rewards scheme will be incorporated into Annual Performance Appraisal to evaluate the contribution
of KM
106 Knowledge Management Software
Knowledge Management Software is a subset of enterprise content management software which
contains a range of software that specializes in the way information is collected stored andor
accessed The knowledge management is based on a range of practices used by an individual a
Improving Productivity amp Sustainability Through KMS
Page 38 of 72
business and a large corporation to identify create represent and redistribute information for a
range of purposes Software that enables an information practice or range of practices at any part of
the processes of information management can be deemed as information management software A
subset of information management software emphasizes an approach to build knowledge out of
information that is managed or contained which is often called knowledge management software
107 Selection of Knowledge Management Software
In 2008 and 2009 MTR had spent a lot of resources and make huge investments in the latest
technologies (eg SharePoint 2007) systems (MTR Creators) and infrastructures to support
knowledge management Furthermore these knowledge management software tools have the
advantages of using organizationrsquos existing information technology infrastructure with supporting by
senior management Additionally there was no funding for the implementation of this project
Hence existing resources will be made good use of building the application for AFC instead of
sourcing alternative software
1071 SWOT Analysis
In the following table a SWOT analysis is conducted SharePoint (existing resources) and PC Base
Expert System are selected for comparison The aim is to select the right technology to build the
web-base knowledge repositories
SharePoint PC Base Expert System
Strength
(1) Because of existing resources
(introduced in end 2008) it is not required
(1) Can develop as artificial
intelligence by means of Case-
Improving Productivity amp Sustainability Through KMS
Page 39 of 72
to raise funding
(2) Minimum user training
(3) Just need to do the setup customization
and administrative work
(4) Web-base document library can also
fulfill business objectives
(5) Relative easy to do the setup
customization amp administration
based or rule-Based reasoning
systems
(2) Can develop as web-base
library
(3) Fulfill business objectives
Weakness
Expertise to do setup customization amp
administration
(1) Need to raise additional cost
Relative longer development time
(2) Need expertise to develop
Opportunities
(1) Relative easy to get short win
(2) Management support in prior
More applications by means of
Case-based or rule-based
reasoning systems
Threat
Limited applications Higher cost but other technologies
may fulfill the same objectives
In the following table SWOT analysis is conducted MTR Creators (existing resources) and Yahoo
Knowledge are selected for comparison The aim is to select the right collaborative technology
(groupware etc) to build an E-discussion forum
Improving Productivity amp Sustainability Through KMS
Page 40 of 72
MTR Creators Yahoo Knowledge
Strength
(1) Because of existing resources
(introduced in end 2009) it is not required
to raise funding
(2) Minimum user training
(3) Just need to do the setup
customization and administrative work
(4) The web-base discussion forum can
fulfill business objectives
(1) Able to fulfill business
objectives
(2) Attractive MMI
(3) With scoring system to
encourage people to participate
(4) High degree of information
(5) Open to public
(6) No need to do setup
Weakness
(1) Limited to internal expertise
(2) Need to do the setup customization amp
administration work
Insufficient knowledge for specific
systems
Opportunities Management support in prior No cost is required
Threat
Have redundancy by means of Email or
other technologies
The answer has no guarantee
After analyzed SharePoint is selected to build web-base knowledge repositories because of no cost
and short implementation time while MTR Creators is selected to build an E-discussion forum with
the same reason More important both technologies are able to fulfill business objectives
108 Implementation Approaches
Both SharePoint and MTR Creators were not widely adopted at the beginning (mid of 2009) This
was because no expertise was willing to do the customization setup and administration work for the
Improving Productivity amp Sustainability Through KMS
Page 41 of 72
particular applications within the department In light of this these resources will be made good use
of and tried to maximize the utilization of these technologies and existing infrastructure In the
below sections setup customization and administrative works for SharePoint and MTR Creators
will be conducted The purpose is to build an E-document library and E-discussion forum to in line
with KM mechanisms
Improving Productivity amp Sustainability Through KMS
Page 42 of 72
109 Implementation Plan
Below is the project timeline In Jan 2010 all the setup and customization works for AFC had been completed In Feb 2010
application for these technologies together with other KM mechanisms had been started AFC SDT and other AFC team with a total
of about 22 staff were selected to apply the KMS for AFC In Jan 2010 a questionnaire had been sent to them to collect their needs
for AFC and their views for KMS In Jun 2010 another questionnaire had been sent to them to collect their comments after applying
the KMS for five months
November January February March April May
1 Review business context
2 Problem statement
3 Define project objective amp scope
4 Literature review
5 Data collection amp assessment
6 Implementation
7 Performance evaluation amp control
8 Submit project report
Tasks2009 2010
DescriptionJuneDecember
Improving Productivity amp Sustainability Through KMS
Page 43 of 72
1010 SharePoint
Microsoft SharePoint also known as Microsoft SharePoint Products and Technologies is a content
management system with integrated search functionality developed by Microsoft that allows users to
work in a web-based collaborative environment Microsoft provides certain built-in functionality and
third party developers can also develop custom modifications to extend functionalities
SharePoint is a collection of products and software elements that includes among a growing selection
of components web browser based collaboration functions process management modules search
modules and a document-management platform SharePoint can be used to host web sites that access
shared workspaces information stores and documents as well as host defined applications such as
wikis and blogs All users can manipulate proprietary controls called web parts or interact with
pieces of content such as lists and document libraries
10101 Background of Corporate Document Management System at MTR
In year 2008 MTR selected Microsoft SharePoint 2007 as the future document management platform
This platform became part of the infrastructure of Document Management System (DMS) for all
departments and supported the on-going document management needs of MTR Corporation
In mid 2008 the DMS platform was established by IT department in MTR The application setup and
administration work was relied on individual department In end 2008 these two pilot trials were
rolled out with satisfactory result which interested other departments to migrate their legacy system
into e-library Basically the application setup and ownership were released to individual department
The DMS consists of Document Libraries owned by various departments and working groups Please
Improving Productivity amp Sustainability Through KMS
Page 44 of 72
refer below Figure 5 for Enterprise Information Portal After clicking the DMS in Figure 5 the site
hierarchy tree of Document Libraries folders were expanded as illustrated in Figure 6
Figure 5 Figure 6
Referring to Figure 6 the Site Hierarchy Tree shows the document libraries that are available
in corresponding departmentrsquos folder The Document Libraries is a place on a site where user can
create share and update files It contains custom properties that stores metadata of files in the libraries
and also provides fine-grained security for granting access to those files The Document Libraries are
owned by various departments and working groups in the Operations Division Respective owner
possesses the autonomy to control who can access and to what extent under the Document Libraries
Due to various issues (for example some departments are not familiar with Information System setup
and not willing to take up the duties and responsibilities of being an administrator etc) the application
of SharePoint was not widely adopted in Operations Division
Improving Productivity amp Sustainability Through KMS
Page 45 of 72
10102 Use SharePoint as E-Document Library for AFC
Before 2009 SharePoint had never been applied to AFC knowledge management activities In Jan
2010 the initial set up share folder creation and the knowledge sharing activities for AFC among all
my staff had been conducted I acted as an Administrator role to govern knowledge management
activities in SharePoint Basically Administrators needed to manage the access permission and folder
structure of individual document libraries Meanwhile other working teams were encouraged to share
their knowledge and useful documents in SharePoint Before starting these activities in SharePoint the
following setup was required to arrange
10103 Created the folder structure
In the below Figure 7 the folder structure of a document library at Site Hierarchy called AFC SDT
was created AFC staff could add files to the library and other people can make changes to them
Those changes would be stored in the library at server not at their own computers And other people
could easily access the files by using a Web browser provided that they have been granted the
permissions to do so
Improving Productivity amp Sustainability Through KMS
Page 46 of 72
Figure 7 Figure 8
10104 Define Content Types
In the above Figure 8 the content type was defined which is suitable for AFC application A content
type is used to define the attributes of a document Each content type can store different attributes in
the document library and also can associate with different document library For example all
deliverable documents in a project file may require a set of attributes such as project code and project
owner By creating a project content type the required information such as project code must be
assured and the project owner will be associated with all variants of user deliverable documents for
AFC
10105 File Permission Settings
Improving Productivity amp Sustainability Through KMS
Page 47 of 72
In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
Improving Productivity amp Sustainability Through KMS
Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
Improving Productivity amp Sustainability Through KMS
Page 49 of 72
Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
Improving Productivity amp Sustainability Through KMS
Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
Improving Productivity amp Sustainability Through KMS
Page 51 of 72
Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
Improving Productivity amp Sustainability Through KMS
Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
Improving Productivity amp Sustainability Through KMS
Page 53 of 72
PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
Improving Productivity amp Sustainability Through KMS
Page 56 of 72
10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
Improving Productivity amp Sustainability Through KMS
Page 57 of 72
11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 3
Improving Productivity amp Sustainability Through KMS
Page 1 of 72
1 Abstract
In the business world the main goal is to make maximum profit while optimize operational
efficiency will then be regarded as secondary Generally speaking most of the managers
pursued to outsource routine or IT work to save money In the past AFC maintenance was
done by in-house staff due to its nature and service criticality level In September 2009 the
AFC maintenance work for ATampD and TKL were outsourced Although management
enjoyed cost saving from outsourcing they also realized the subsequent loss of key AFC
knowledge On the other hand HR issues were also emerged in the form of staff layoff
redeployment succession plan and etc
In transportation services the marketplace is customer-oriented particularly expectation of
front line services will be much higher Customers take charge and always request responsive
and additional services After outsourcing MTR could not easily request additional work or
flexible scope of work from contractor unless pay more or revise the contract For sure
outsourcing can save significant money at the beginning However in the long run the
company must review whether or not she has over dependent on contractor in a way that
suffering from loss of some key knowledge and ultimately weakening her capability and
sustainability in the market
Leavitt Diamond is a model for analyzing management change It suggests that technology
tasks people and the organizational structure must maintain equilibrium Outsourcing had
reduced the tasks people and simply organizational structure whilst KMS is one of the
Improving Productivity amp Sustainability Through KMS
Page 2 of 72
solutions to keep LD in equilibrium by improving technologies and KM mechanisms within
the organization
In this project KMS in AFC will be applied to leverage knowledge between both in-house
staff and maintenance contractor Secondly a knowledge reservoir for AFC system will be
built The ultimate goal is to maintain key knowledge of AFC so as to improve productivity
and sustainability of the business
Improving Productivity amp Sustainability Through KMS
Page 3 of 72
2 Abbreviations
AFC Automatic Fare Collection
ATampD Airport Express Line Tung Chung Line amp Disney Resort Line
AFCSDT Automatic Fare Collection Special Duty Team
BPR Business Processes Reengineering
CampC Control amp Communication
CM Corrective Maintenance
HR Human Resource
IT Information Technology
JCM Job Characteristics Model
KCRC Kowloon-Canton Railway Corporation
KMS Knowledge Management System
LD Leavitt Diamond
MTR MTR Corporation Limited
MBO Management by Objectives
MCS Main Control System
OTD Operations Training Department
OH Overhaul
PS Particular Specification
PM Preventive Maintenance
SBM Station Based Maintenance
TampC Test amp Commissioning
TKL Tseung Kwan O Line
Improving Productivity amp Sustainability Through KMS
Page 4 of 72
URL Urban Line
WIL West Island Line
WI Work Instructions
3 Company Background
Currently MTR has 12 lines 82 stations and 62 light rail stations after the merger with ex-
KCRC in December 2007 It currently carries 35 million passengers each weekday MTR
has continued to expand its network locally and cross boundary to mainland China The WIL
will be put into service in year 2012
I am working in ATampD Technical Support Section to provide technical support for front line
maintenance staff and also need to manage asset management activities for all CampC systems
such as Telecom MCS and AFC etc In addition I need to conduct TampC work for new
station and railway extension
4 Business Context
Management pursued outsourcing of routine and IT work to cut cost and to keep minimum
in-house staff In consideration of staff turnover loss of key knowledge of service critical
system (eg AFC Signaling etc) will occur Hence pursuing KMS was usually followed or
before outsourcing This is to ensure the key knowledge can properly be maintained for
sustaining the core business and future development
Improving Productivity amp Sustainability Through KMS
Page 5 of 72
5 Problem Statement
Outsourcing could generate several millions of cost saving but concurrently generate surplus
of staff who might need to be redeployed or laid off The most crucial problem was the loss
of key knowledge to sustain the core business Secondly the switching cost is high and very
difficult to change back to in-sourcing since the market size is small and not easy to find
sufficient expertise to support and maintain the system Thirdly the company will totally
rely on contractor and is very difficult to request for higher service standard or flexible scope
of works unless to pay more money to contractor or to revise the scope of work In the long
run the existing contractor already dominates the market and keeps the key knowledge as
their proprietary asset The company will be hard to invite other contractors to beat the new
maintenance contract As a result monopoly will be occurred The company may enjoy
lower cost at the beginning but suffer from higher cost in the long-term
6 Project Objective
Outsourcing AFC maintenance work could save several millions of money but it would lose
key knowledge of AFC In light of this six technicians would be gradually redeployed from
Jan 2010 to Mar 2010 to form a special team (AFCSDT) who is under my supervision and
will be trained as AFC experts Meanwhile KMS to leverage their knowledge will be
applied to build a knowledge reservoir of AFC system AFCSDT would strengthen
contractor monitoring supervision and TampC activities for new projects My objective is to
maintain the key knowledge of AFC and ensure no operation impact after outsourcing new
projects and stationrailway extensions The ultimate goal is to improve productivity and
sustainability
Improving Productivity amp Sustainability Through KMS
Page 6 of 72
According to Robbins and Coulter Knowledge Management (KM) involves cultivating a
learning culture where organizational members gather knowledge systematically and share it
with others within the organization so as to achieve better performance I will try to make it
easy for AFCSDT staff to communicate and share their knowledge in order that they can
learn other ways to do their jobs more effectively and efficiently and eventually improve
AFC performance as well as organizational performance
Refer to Becerra-Fernandez et al (2004) employees sharing knowledge with one another
the turnover rates were reduced thereby positively affecting revenue and profit The
development of AFC KMS will provide AFCSDT with solutions to problems they face in
case those problems have been encountered earlier and effectively addressed Ultimately
AFCSDT can be trained as AFC experts and thus AFC knowledge can be on-going stored
shared and maintained in AFC KMS
Improving Productivity amp Sustainability Through KMS
Page 7 of 72
7 Process Management
The project objective is defined and linked to business objectives The next step is to conduct
literature review and KM assessment before implementation In Figure 1 it shows the
processes and workflows of this project The below sections will go through all necessary
processes
8 Literature Review
81 Business Definition for Leavitts Diamond (LD)
Analysis Assessment amp Apply
Business Objective
KM Assessment
PROBLEM STATEMENT Project Objective
STRATEGY Formulation of a PLAN
CHANGE Mechanisms amp Technologies
IMPLEMENTATION
PERFORMANCE Evaluation amp Control
Literature Review
Figure 1 - Project Workflow
ENVIRONMENT ORGANIZATION
Motivation Maintain the system until mature
Improving Productivity amp Sustainability Through KMS
Page 8 of 72
LD is a model for analyzing management change developed by Harold J Leavitt Leavitts
Diamond is based on the idea that it is rare for any change to occur in isolation Leavitt sees
technology tasks people and the organizational structure in which they function as four
interdependent variables visualized as the four points of a diamond Change at any one point
of the diamond will impact some or all of the others Thus a changed task will necessarily
affect the people involved in it the structure in which they work and the technology that
they use Failure to manage these interdependencies at critical times of change can create
problems Managing of equilibrium of four elements was essential to the corporation Please
refer below Figure 2 for LD
Figure 2 - Leavitts Diamond (LD)
Due to staff retirement and outsourcing of AFC maintenance service AFC knowledge will
subsequently be lost According to LD the change in ldquopeoplerdquo (staff retirement) and
ldquobusiness processrdquo (from in-house maintenance to outsourcing) will affect other variables As
the change of organization structure is comparatively hard it is then considered to have
Improving Productivity amp Sustainability Through KMS
Page 9 of 72
ldquotechnologyrdquo change to maintain the equilibrium of LD KM can then be adopted as a tool to
keep the key knowledge of AFC
82 Rapid Change in Business Processes
Companies must try to change their business approaches so as to survive in the rapid
changing environment especially to enter the global markets However Wiig (2004) pointed
out that there are six major challenges of which companies need to do in order to survive in
the rapid changing environment
The increase of knowledge-intensive work leads to the creation and delivery of better
and greater complexity of management and operating practices
Due to globalization the pressure has been arisen This results in the changing of the
nature of business in the competitive environment It is therefore needed to inform
customers and increase dependence on intellectual capital
Different complex practices in management operational and technical approaches are
bought in such as the new generation of knowledge management advancement of
information management and technology as well as explicit people-focused knowledge
management
Technology business conditions regulatory and legal requirements practices and
demands are changing faster than ever expected
Workers are now demanding more involvement in work They are less satisfied with
traditional employment conditions
Traditional training and education are often exceeded the time than allocated
83 Changing in Technology People and Structure
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Page 10 of 72
Wiig (2004) stated that these challenges can be addressed by the below listed four
management initiatives
Organization has to widely disseminate and provide systematic and comprehensive
knowledge management guided by management
Organization has to promote integrative management practices not only on personal but
also to departments and business unit at all levels so as to achieve the common goals of
collaboration and understanding KM
Organization has to foster and capitalize its intellectual capital and assets operational
and strategic value of human capital and information capital
Organization has to provide competitive products and establish people-focused
management and organization of knowledge-related work
84 Survival in Rapid Changing Environment through Knowledge
Management
Wiig (2004) stated that global economy demands excellence Many companies are trying to
maintain at the top position by innovating faster than their competitors in order to survive
Companies must carefully manage knowledge-intensive work It refers to the high
performing people to deal with the intellectual work In fact work intensity is a function
which includes at least the four factors as shown below
In normal situation the degree of knowledge intensity is determined by the amount of
knowledge needed to deliver competent work
Knowledge intensity is influenced subject to the variety of challenges of which people
handle competently
Improving Productivity amp Sustainability Through KMS
Page 11 of 72
The degree of knowledge will increase in high-value situations where the consequences
of errors are large
The degree of knowledge intensity is parallel to the swiftness of action
85 Definition for Knowledge Management (KM)
According to Robbins and Coulter (2005) Knowledge Management (KM) involves
cultivating a learning culture where organizational members systematically gather and share
knowledge with others within the organization so as to achieve better performance
Management must try to make it easy for staff to communicate and share their knowledge in
order that they can learn from other ways to do their jobs more effectively and efficiently and
eventually improve organizational performance
According to Becerra-Fernandez et al (2004) knowledge is first created in peoplesrsquo minds
A company must identify ways to encourage and stimulate the ability of employees to
develop new knowledge Besides company must enable effective ways to elicit represent
organize re-use and renew this knowledge The people using KM systems are the integral
part of the KM systems Moreover a company needs to use social mechanisms and
technologies to facilitate knowledge workers to discover share and apply their knowledge
KM comprises a range of strategies and practices used in an organization to identify create
represent distribute and enable adoption of insights and experiences Such insights and
Improving Productivity amp Sustainability Through KMS
Page 12 of 72
experiences comprise knowledge either embodied in individuals or embedded in
organizational processes or practice
An established discipline since 1991 (see Nonaka 1991) KM includes courses teaching in the
fields of business administration information systems management and library and
information sciences More recently other fields have started contributing to KM research
these include computer science information and media
KM efforts have a long history to include on-the-job discussions formal apprenticeship
discussion forums corporate libraries professional training and mentoring programs More
recently with the increased use of computers in the second half of the 20th century specific
adaptations of technologies such as knowledge bases expert systems knowledge repositories
group decision support systems intranets and computer supported cooperative work have
been introduced to further enhance such efforts
86 Definition for Knowledge Management Systems (KMS)
In 1999 the term personal knowledge management was introduced which refers to the
management of knowledge at the individual level (Wright 2005) In terms of the enterprise
early collections of case studies recognized the importance of knowledge management
dimensions of strategy process and measurement (Morey Maybury amp Thuraisingham 2002)
Key lessons learned included people and the cultures that influence their behaviors are the
single most critical resource for successful knowledge creation dissemination and
application cognitive social and organizational learning processes are essential to the
success of a knowledge management strategy and measurement benchmarking and
Improving Productivity amp Sustainability Through KMS
Page 13 of 72
incentives are essential to accelerate the learning process and to drive cultural change In
short knowledge management programs can yield impressive benefits to individuals and
organizations if they are purposeful concrete and action-oriented More recently with the
advent of the Web 20 the concept of knowledge management has evolved towards a vision
more based on people participation and emergence
According to Becerra-Fernandez et al (2004) knowledge management mechanisms such as
mentoring retreats etc are organizational or structural means used to promote knowledge
management (KM) The use of leading-edge information technologies (IT) (eg Web-based
conferencing) to support KM mechanisms enables dramatic improvement in KM Knowledge
Management Systems (KMS) is the synergy between latest technologies and socialstructural
mechanisms In summary Knowledge Management System (KMS) refers to the Latest
Technology plus SocialStructural Mechanisms Please refer below table for the relationship
between KM processes mechanisms and corresponding technologies
KM
Processes
KM
Systems
KM Sub-
Processes
Illustrative KM
Mechanisms
Illustrative KM
Technologies
Knowledge
Discovery
Knowledge
Discovery
System
Combination Meetings telephone
conversations and
documents
collaborative creation
of documents
Databases web-based
access to data data
mining repositories of
information Web
portals best practices
and lessons learned
Improving Productivity amp Sustainability Through KMS
Page 14 of 72
KM
Processes
KM
Systems
KM Sub-
Processes
Illustrative KM
Mechanisms
Illustrative KM
Technologies
Socialization Employee rotation
across departments
conferences
brainstorming
retreats cooperative
projects initiation
Video-conferencing
electronic discussion
groups e-mail
Knowledge
Capture
Knowledge
Capture
Systems
Externalization Models prototypes
best practices lessons
learned
Expert systems chat
groups best practices
and lessons learned
databases
Internalization Learning by doing
on-the-job training
learning by
observation and face-
to-face meetings
Computer-based
communication AI-
based knowledge
acquisition computer-
based simulations
Knowledge
Sharing
Knowledge
Sharing
Systems
Socialization See above See above
Exchange Memos manuals
letters presentations
Team collaboration
tools web-based access
to data databases and
repositories of
information best
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Page 15 of 72
KM
Processes
KM
Systems
KM Sub-
Processes
Illustrative KM
Mechanisms
Illustrative KM
Technologies
practices databases
lessons learned systems
and expertise locator
system
Knowledge
Application
Knowledge
Application
Systems
Direction Traditional
hierarchical
relationships in
organizations help
desks and support
centers
Capture and transfer of
expertsrsquo knowledge
troubleshooting systems
and case-based reasoning
systems decision
support systems
Routines Organizational
policies work
practices and
standards
Expert systems
enterprise resource
planning systems
management information
systems
87 Motivation
Referring to Gary amp Alan (2008) motivation is an extent to which persistent effort is
directed toward a goal Effort persistence direction and goal are important elements to
achieve motivation
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According to Becerra ndashFernandez et al 2004 KM is directly linked to what people know
and how what they know can support business and organizational objectives It draws on
human competency intuition ideas and motivations In light of this motivation is one of the
important elements which cannot be ignored during the implementation of KM Motivation
can positively influence and encourage staff to contribute continuously their efforts towards
the successful attainment of KM
With reference to Wikipedia there is a number of claims exist as to the motivations leading
organizations to undertake a KM effort Typical considerations driving a KM effort include
making available increased knowledge content in the development and provision of products
and services as well as achieving shorter new product development cycles and etc
871 Need Theory of Work Motivation
According to Gary amp Alan (2008) the Need Theory specified what kinds of needs people
have and the conditions under which they will be motivated to satisfy these needs in a way
that contributes to better performance Needs are physiological and psychological wants or
desires that individuals can satisfy by acquiring certain incentives or achieving particular
goals It is the behaviour stimulated by this acquisition process that reveals the motivational
character of needs According to Maslowrsquos Hierarchy of Needs motivation can be divided
into intrinsic and extrinsic as shown in Figure 3
Improving Productivity amp Sustainability Through KMS
Page 17 of 72
The unsatisfied need category at the lowest-level has the greatest motivating potential The
best motivation depends on the personrsquos position in the need hierarchy According to Maslow
individuals are motivated to satisfy their physiological needs before they reveal an interest in
safety needs Thus safety needs must be satisfied before social needs become motivational
and so on
872 Goal Setting Theory and Management by Objectives
According to Robbins and Coulter (2005) goal setting is a motivational technique that uses
specific challenging and acceptable goals and provides feedback to enhance performance
The two main categories are learning goals and performance goals Learning goals are
process-oriented goals that focus on learning and enhancing the understanding of a task and
the use of task strategies Performance goals are outcome-oriented goals that focus on the
achievement of specific performance outcomes
Physiological
Safety
Belongingness
Self-esteem
Self-actualization
Intrinsic Motivation
Extrinsic Motivation
Figure 3 ndash Maslowrsquos Hierarchy of Needs
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Page 18 of 72
According to Robbins and Coulter (2005) Management by Objectives (MBO) is an elaborate
goal-setting and evaluation process that organizations typically use for management tasks
Objectives for the organization as a whole are developed by top management and diffused
down and translated into specific behavioural objectives for individual members to achieve
through the process of planning motivating evaluating and reward
873 Job Characteristics Model (JCM)
According to Robbins and Coulter (2005) JCM specified the job characteristics and used to
redesign work to make it more motivated Referring to Figure 4 below it describes how the
first three dimensions ndash skill variety task identity and task significance ndash combine to create
meaningful work From a motivational standpoint JCM suggests that internal rewards are
obtained when an employee learns (knowledge of results through feedback) that he or she
personally (experienced responsibility through autonomy of work) has well performed on a
task that he or she cares about (experienced meaningfulness through skill variety task
identity andor task significance) The more these three conditions characterize a job the
greater the employeersquos motivation
Improving Productivity amp Sustainability Through KMS
Page 19 of 72
Figure 4 ndash Job Characteristic Models (JCM)
9 Scope of Work
The major scope to keep knowledge for AFC is to ensure no negative impact during changes
in business environment My key assignment is to train AFCSDT as AFC expert in the
coming two years KMS will be applied to leverage their knowledge and build a reservoir
for AFC knowledge Meanwhile motivation theory will also be applied to ensure ongoing
operations until the KMS become an organizational culture in the department AFCSDT
would strengthen contractor monitoring supervision and TampC activities to ensure no adverse
impact after outsourcing new projects or stationrailway extensions
91 How do I manage their motivation forces
In December 2009 six technicianssenior technicians were redeployed to my section and
under my supervision With reference to the results of other departments the initial setup of
Improving Productivity amp Sustainability Through KMS
Page 20 of 72
KMS might not be difficult but to keep a momentum to maintain the KMS as departmental
culture would be a real challenge It is because there are several inherent personnel issues as
below
- Employees always think that their special skill and knowledge are eroding
- Employees will think that KMS is an extra task other than normal duties hence they will
be reluctant to involve in it
- Fear of job securityredundancy
- Normal working hours are already occupied by day-to-day duties therefore not much
time can be spared to handle additional KM activities
Because of the captioned reasons motivation techniques must be applied to tempt staff to use
KMS In addition it is essential to keep the momentum forces of KMS and to ensure
sufficient driving forces of motivation within the team until using KMS become departmental
culture According to Maslowrsquos Hierarchy of Needs motivation can be achieved by the
below techniques
Maslowrsquos Hierarchy of
Needs
Propose motivation techniques
Physiological
1 Review salary by staff performance in relation to KMS
2 Clear reward system
Safety
1 Job is secured even though share knowledge with other
2 Training for staff without enough skill
Belongingness 1 Knowledge sharing
Improving Productivity amp Sustainability Through KMS
Page 21 of 72
Maslowrsquos Hierarchy of
Needs
Propose motivation techniques
2 More team activity
Self esteem
1 Social relationship with other
2 After-office-hour activities
3 Promotion opportunity
92 Qualitative Measures
In order to identify existing KM processes qualitative measures will be used Questionnaire
and informal chatting with the technicians and engineers were arranged in January 2010
Please refer Appendix 2 for the questionnaire
93 KM Assessment
Firstly an assessment for contingent factors will be conducted This is to evaluate the effect
of knowledge and task characteristics environmental and organizational characteristics
before selecting appropriate KM processes Secondly methodology will be assessed This is
to identify task-oriented key processes assess the contingency factors prioritize assess the
KM infrastructure and develop additional needed KM systems mechanisms and
technologies applied to AFC The eight steps are required to go through and are summarized
as below The elaboration of each steps are detailed in the following tables
1 Identify task-oriented key processes
2 Assess the contingency factors
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Page 22 of 72
3 Identify the KM processes based on each contingency factor
4 Prioritize the needed KM processes
5 Identify the existing KM processes
6 Identify the additional needed KM processes
7 Assess the KM infrastructure
8 Develop additional needed KM systems mechanisms and technologies
Improving Productivity amp Sustainability Through KMS
Page 23 of 72
Steps 1 amp 2 ndash Identify task-oriented key processes and assess the contingency factors
Business
Objectives Major Processes Sub-processes
Assess the Contingency Factors
Task Characteristics Knowledge Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environmental
Uncertainty =
High or Low
Task
Uncertainty =
High or Low
Task
Dependence =
High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain key
knowledge for
AFC
Form a special team for
AFC work
Form an AFC
Special Duty Team
(AFCSDT)
Low NA NA NA Large NA NA
Strengthen training and
practice for AFCSDT
Arrange formal
training Low Low Explicit Procedural Large Low cost Low
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Build a knowledge
database for AFC
Establish a
knowledge database Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Ensure no
operations
impact during
outsource of
AFC
maintenance
service
Capture key knowledge
from experience staff
Arrange job
attachment to
experience staff
NA NA Both NA Small Low cost Low
Ensure maintenance
contractor have
competence to maintain
the system
Share knowledge
with collaboration
partners
Low High Tacit Both Small Low cost Low
Strengthen contractor
monitoring and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low
Ensure no
operations
impact during
new project or
new
stationline
opening
Ensure new system to
implement according to
Particular
Specification(PS)
Capture useful
information from PS Low Low Explicit Procedural
Small (conduct
by small team) Low cost Low
Capture useful
information for test
amp commissioning
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Ensure defects are
resolved before putting
the new system into
operations
Resolve all defects
before handover NA NA Both Both
Large (done by
whole Section) Low cost Low
Improving Productivity amp Sustainability Through KMS
Page 24 of 72
Steps 3 ndash Identify the KM processes based on each contingency factor
Characteristic LevelType Recommended KM Processes
Organization
Size
Small Knowledge sharing (socialization)
Knowledge application (direction)
Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Large Knowledge sharing (exchange)
Knowledge application (routines)
Knowledge discovery (combination)
Knowledge capture (externalization internalization)
Business Strategy
Low cost Knowledge application (direction routines)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Differentiation Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Environmental
Uncertainty
Low Knowledge sharing (socialization exchange)
Knowledge capture (externalization internalization)
High Knowledge discovery (combination socialization)
Knowledge application (direction routines)
Improving Productivity amp Sustainability Through KMS
Page 25 of 72
Steps 3 ndash Identify the KM processes based on each contingency factor
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain
key
knowledge
for AFC
Form a
special team
for AFC
work
Form an
AFC Special
Duty Team
(AFCSDT)
Low NA NA NA Large NA NA NA
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Low Low Explicit Procedural Large Low cost Low
Knowledge capture
(externalization
internalization)
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Knowledge sharing
(socialization
exchange)
Build a
knowledge
database for
AFC
Establish a
knowledge
database
Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Knowledge capture
(externalization
internalization)
Ensure no
operations
impact
during
outsource
of AFC
maintenanc
e service
Capture key
knowledge
from
experience
staff
Arrange job
attachment to
experience
staff
NA NA Both NA Small Low cost Low
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Ensure
maintenance
contractor
have
Share
knowledge
with
collaboration
Low High Tacit Both Small Low cost Low
Knowledge sharing
(socialization
exchange)
Improving Productivity amp Sustainability Through KMS
Page 26 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
competence
to maintain
the system
partners
Strengthen
contractor
monitoring
and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low NA
Ensure no
operations
impact
during new
project or
new
stationline
opening
Ensure new
system to
implement
according to
Particular
Specification
(PS)
Capture
useful
information
from PS
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Capture
useful
information
for test amp
commissioni
ng
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Ensure
defects are
resolved
before
putting the
new system
into
operations
Resolve all
defects
before
handover
NA NA Both Both Large (done by
whole Section) Low cost Low
Knowledge
application
(direction
routines)
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Page 27 of 72
Steps 4 ndash Prioritize the needed KM processes
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
Maintain
key
knowledg
e for AFC
Form a
special
team for
AFC
work
Form an
AFC
Special
Duty Team
(AFCSDT)
No OK NA NA No NA NA NA 0 1 2 05
Strengthe
n training
and
practice
for
AFCSDT
Arrange
formal
training
No No OK Yes No Yes No
Knowledge
capture
(externalizatio
n
internalization
)
2 1 4 25
Conduct
drill
exercise
No OK OK OK Yes Yes No
Knowledge
application
(direction
routines)
2 3 2 35
Build a
knowledg
e database
for AFC
Establish a
knowledge
database
OK Yes Yes OK Yes Yes No
(1)
Knowledge
capture
(externalizatio
n
internalization
)
(2)
Knowledge
application
(routines)
4 2 3 5
Ensure no
operations
Capture
key
Arrange on-
the-job NA OK Yes OK Yes Yes No
Knowledge
sharing 3 2 1 4
Improving Productivity amp Sustainability Through KMS
Page 28 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
impact
during
outsource
of AFC
maintenan
ce service
knowledg
e from
experienc
e staff
training to
experience
staff
(socialization
exchange)
Ensure
maintenan
ce
contractor
are
compete
to
maintain
the
system
Share
knowledge
with
collaboratio
n partners
No Yes Yes OK Yes Yes No
(1)
Knowledge
sharing
(socialization
exchange) (2)
Knowledge
application
(direction
routines)
4 1 1 45
Strengthen
contractor
monitoring
and
supervision
NA NA No Yes No Yes No
Knowledge
application
(routines)
2 0 3 2
Ensure no
operations
impact
during
new
project or
new
stationlin
e opening
Ensure
new
system to
implemen
t
according
to
Particular
Specificat
ion(PS)
Capture
useful
information
from
Particular
Specificatio
n
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
)
3 0 4 3
Capture
useful
information
for test amp
commissioni
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
3 0 4 3
Improving Productivity amp Sustainability Through KMS
Page 29 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
ng )
Ensure
defects
are
resolved
before
putting
the new
system
into
operations
Resolve all
defects
before
handover
the system
NA NA OK Yes No Yes No
Knowledge
application
(direction
routines)
3 1 2 25
Yes = 1 OK = 05 No = 0
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Page 30 of 72
Steps 5 amp 7 ndash Identify the existing KM processes and assess the KM infrastructure
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
5
Build a
knowledge
database for
AFC
Establish a
knowledge
database
(1) Knowledge
capture
(externalization
internalization)
(2) Knowledge
application
(routines)
Centralize
technical
library
Intranet to
keep Work
Instruction
(WI)
procedure and
drawings
Top
management
support
Relies
mainly on
paper-based
central
library and
intranet
Intranet
calendaring
Web-based
discussion
group Staff are
willing to
share
informati
on and
knowledg
e
PC
training
room and
on-site
equipmen
t
Yes but
low
efficiency
No as
system
complexity
became
higher the
effectiveeff
iciency was
dropped due
to poor
organizing
of
information
and
knowledge
45
Ensure
maintenance
contractor
have
competence
to maintain
the system
Share
knowledge
with
collaboration
partners
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Arrange
formal
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Relied on
Email and
SharePoint
PC based
Internet and
SharePoint
Yes
Yes but
needs to
ensure new
staff(due to
turnover)
are also
competence
4
Capture key
knowledge
from
Arrange on-
the-job
training to
Knowledge
sharing
(socialization
Learning by
observation
and practice
Email and
word
processing
Mentorship
PC based
Intranet
Email and
Yes but
low
efficiency
No because
mentorship
scheme
Improving Productivity amp Sustainability Through KMS
Page 31 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
experience
staff
experience
staff
exchange) documents Microsoft
Office
applications
could only
arrange one
or two staff
for job-
attachment
35
Strengthen
training and
practice for
AFCSDT
Conduct drill
exercise
Knowledge
application
(direction
routines)
Learning by
practice
Relied on
Microsoft
Office
applications
Yes
Yes but
there is no
plan to
conduct the
drill and the
report did
not organize
in proper
manner
3
Ensure new
system to
implement
according to
Particular
Specificatio
n
Capture useful
information
from PS Knowledge
capture
(externalization
internalization)
Face-to-face
project
meetings
Project
submissions
by Email
Incentives link
to
performance
appraisal
Relied on
Email and
Sharepoint
PC based
Internet and
Sharepoint
Contracto
r are
willing to
share
informati
on with
client
PC
meeting
rooms and
site
environm
ent
Yes Yes Capture useful
information
for test amp
commissionin
g
25
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Knowledge
capture
(externalization
internalization)
Classroom
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Top
management
encouragemen
t
Part of staff
developmen
t
programme
PC based
Intranet
Email and
Microsoft
Office
applications
Staff are
willing to
learn
PC
meeting
rooms and
site
environm
ent
Yes
Yes but the
training
material did
not organize
in proper
manner
Ensure Resolve all Knowledge Face-to-face Email and Incentives link Part of pre- Maintain Yes Yes
Improving Productivity amp Sustainability Through KMS
Page 32 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
defects are
resolved
before
putting the
new system
into
operations
defects before
handover the
system
application
(direction
routines)
project
meetings
word
processing
documents
to
performance
appraisal
commissioni
ng activities
higher
performan
ce
standard
2
Ensure
maintenance
contractor
have
competence
to maintain
the system
Strengthen
contractor
monitoring
and
supervision
Knowledge
application
(routines)
Face-to-face
performance
review
meetings
Part of post-
commissioni
ng activities
Yes Yes
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Steps 8 ndash Develop additional needed KM systems mechanisms and technologies
Priority Major Processes Sub-processes Recommended KM Processes Develop Additional Needed KM Systems
Mechanisms Technologies
5 Build a knowledge
database for AFC
Establish a knowledge
database
(1) Knowledge capture
(externalization internalization)
(2) Knowledge application
(routines)
Convert AFC knowledge into explicit
forms
(1) Apply SharePoint to build a
document-management platform for
AFC SharePoint needs to be
customized the architecture for AFC
As such it becomes an access shared
workspaces information stores and
documents
(2) Apply MTR Creator (Web-based
discussion groups) to share
knowledge for AFC
45
Ensure maintenance
contractor have
competence to
maintain the system
Share knowledge with
collaboration partners
(1) Knowledge sharing
(socialization exchange)
(2) Knowledge application
(direction routines)
(1) Utilize of knowledge stored in
SharePoint
(2) Assess the competence level of
maintenance contractor periodically
4
Capture key
knowledge from
experience staff
Arrange on-the-job
training to experience
staff
Knowledge sharing (socialization
exchange)
(1) Capture and transfer of expertsrsquo
knowledge into procedures in
centralize electronic document system
(2) Conduct case study to strengthen
internalization process
35 Strengthen training
and practice for
AFCSDT
Conduct drill exercise Knowledge application (direction
routines)
To share drill report procedures best
practices and lessons learned for AFC
25 Arrange formal training Knowledge capture
(externalization internalization) To share training material for AFC
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94 Analysis and Recommendation
Base on the above Item 93 of KM assessment below are the analysis and recommendation
941 Analysis
- MTR is a large transportation company that pursued a low-cost business strategy to operate
its systems in a safe and reliable manner
- MTR faces low levels of uncertainty because of monopoly AFC tasks are highly dependent
because individual machines are co-related
- MTR relies mainly on explicit procedure knowledge However several projects and railway
extensions make frequent changes in the system As such MTR becomes more rely on the
tacit knowledge possessed by its employees
- MTR had pursued technologies (eg SharePoint and Web-based discussion groups) to
support knowledge management The company had set-up the platform but there was no
expertise to customize particular application Staff had just used these softwares as rituals
rather than knowledge capturing or sharing platform
942 Recommendations
- To enhance people-to-document through more on-the-job training and develop an electronic
document system that codifies stores disseminates and allows reuse of knowledge for AFC
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Page 35 of 72
- MTR had successfully applied the SharePoint in projects and railway extensions as pilot
Because of the reuse economics MTR shall further extend the application of SharePoint in
Operations Department and arrange expertise to customize the application for AFC
- Establishment and use of communities of AFC to support socialisation capture and reuse of
knowledge To enhance socialisation through more job attachments meetings and group
projects
- To enhance internalisation through more training case studies and presentations
- To motivate staff to setup amp maintain KMS for ongoing operations
bull Physiological need
ndash Review salary by staff performance
ndash Clear reward system
bull Safety need
ndash Job is secured even though share knowledge with others
ndash Training for staff without enough skill
bull Belongingness need
ndash Knowledge sharing (eg Share knowledge in SharePoint)
ndash More team activity (eg Work Improvement Team for AFC)
bull Self esteem need
ndash Social relationship with other
ndash After-office-hour activities
ndash Promotion opportunity
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10 Implementation Strategies and Plan
Below are the implementation strategies and plans
101 Use Information Technologies and Existing Resources
Based on Item 94 of KM analysis and recommendation below are the implementation details and
strategies Information technologies will be used as practical tools for activities mainly performed
and directed by humans to achieve real knowledge-based organizations Further it is inclined to use
existing resources and infrastructure due to time and budget constraints
102 Web-based Technologies
Among information technologies the web-based collaborative tools such as Wiki are very
successful and made it possible for corporate employees to continuously contribute and access
information to and from the central repository Virtual world further increased collaborative
opportunities in the process of knowledge sharing In virtual world a team can work synchronously
The new generations of virtual world tools allow the team not only meet and exchange ideas verbally
but also document them by creating processes procedures and diagrams of concepts that are
explicitly formed one part of the base of organizational knowledge
103 Codification Approach
One strategy to KM involves active management of knowledge (push strategy) In such an instance
individuals strive to explicitly encode their knowledge into a shared knowledge repository such as a
database as well as retrieving knowledge they need which other individuals have provided to the
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Page 37 of 72
repository This is also commonly known as codification approach to KM In the below section
SharePoint will be used to implement a shared knowledge repository
104 Personalization Approach
Another strategy to KM involves individuals who make requests for knowledge from experts
associated with a particular subject on an ad hoc basis (pull strategy) In such an instance experts
can provide their insights to the particular person or people who need this information This is also
commonly known as the personalization approach to KM In the below section MTR Creators will
be used to implement an E-Discussion Forum Within MTR Creators Subject Matter Advisor (SMA)
will act as an expert to provide feedback to particular questioner
105 KM Mechanisms
Knowledge can be accessed at three stages of ldquobeforerdquo ldquoduringrdquo and ldquoafter KM-related activities
Different organizations have tried various knowledge capture incentives including making content
submission mandatory and incorporating rewards into performance measurement plans as motivation
Whenever staff found that KMS is useful for them or once the habit of contributing sharing and
accessing knowledge is instilled incentivesmotivation are no longer required In the below section
rewards scheme will be incorporated into Annual Performance Appraisal to evaluate the contribution
of KM
106 Knowledge Management Software
Knowledge Management Software is a subset of enterprise content management software which
contains a range of software that specializes in the way information is collected stored andor
accessed The knowledge management is based on a range of practices used by an individual a
Improving Productivity amp Sustainability Through KMS
Page 38 of 72
business and a large corporation to identify create represent and redistribute information for a
range of purposes Software that enables an information practice or range of practices at any part of
the processes of information management can be deemed as information management software A
subset of information management software emphasizes an approach to build knowledge out of
information that is managed or contained which is often called knowledge management software
107 Selection of Knowledge Management Software
In 2008 and 2009 MTR had spent a lot of resources and make huge investments in the latest
technologies (eg SharePoint 2007) systems (MTR Creators) and infrastructures to support
knowledge management Furthermore these knowledge management software tools have the
advantages of using organizationrsquos existing information technology infrastructure with supporting by
senior management Additionally there was no funding for the implementation of this project
Hence existing resources will be made good use of building the application for AFC instead of
sourcing alternative software
1071 SWOT Analysis
In the following table a SWOT analysis is conducted SharePoint (existing resources) and PC Base
Expert System are selected for comparison The aim is to select the right technology to build the
web-base knowledge repositories
SharePoint PC Base Expert System
Strength
(1) Because of existing resources
(introduced in end 2008) it is not required
(1) Can develop as artificial
intelligence by means of Case-
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Page 39 of 72
to raise funding
(2) Minimum user training
(3) Just need to do the setup customization
and administrative work
(4) Web-base document library can also
fulfill business objectives
(5) Relative easy to do the setup
customization amp administration
based or rule-Based reasoning
systems
(2) Can develop as web-base
library
(3) Fulfill business objectives
Weakness
Expertise to do setup customization amp
administration
(1) Need to raise additional cost
Relative longer development time
(2) Need expertise to develop
Opportunities
(1) Relative easy to get short win
(2) Management support in prior
More applications by means of
Case-based or rule-based
reasoning systems
Threat
Limited applications Higher cost but other technologies
may fulfill the same objectives
In the following table SWOT analysis is conducted MTR Creators (existing resources) and Yahoo
Knowledge are selected for comparison The aim is to select the right collaborative technology
(groupware etc) to build an E-discussion forum
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Page 40 of 72
MTR Creators Yahoo Knowledge
Strength
(1) Because of existing resources
(introduced in end 2009) it is not required
to raise funding
(2) Minimum user training
(3) Just need to do the setup
customization and administrative work
(4) The web-base discussion forum can
fulfill business objectives
(1) Able to fulfill business
objectives
(2) Attractive MMI
(3) With scoring system to
encourage people to participate
(4) High degree of information
(5) Open to public
(6) No need to do setup
Weakness
(1) Limited to internal expertise
(2) Need to do the setup customization amp
administration work
Insufficient knowledge for specific
systems
Opportunities Management support in prior No cost is required
Threat
Have redundancy by means of Email or
other technologies
The answer has no guarantee
After analyzed SharePoint is selected to build web-base knowledge repositories because of no cost
and short implementation time while MTR Creators is selected to build an E-discussion forum with
the same reason More important both technologies are able to fulfill business objectives
108 Implementation Approaches
Both SharePoint and MTR Creators were not widely adopted at the beginning (mid of 2009) This
was because no expertise was willing to do the customization setup and administration work for the
Improving Productivity amp Sustainability Through KMS
Page 41 of 72
particular applications within the department In light of this these resources will be made good use
of and tried to maximize the utilization of these technologies and existing infrastructure In the
below sections setup customization and administrative works for SharePoint and MTR Creators
will be conducted The purpose is to build an E-document library and E-discussion forum to in line
with KM mechanisms
Improving Productivity amp Sustainability Through KMS
Page 42 of 72
109 Implementation Plan
Below is the project timeline In Jan 2010 all the setup and customization works for AFC had been completed In Feb 2010
application for these technologies together with other KM mechanisms had been started AFC SDT and other AFC team with a total
of about 22 staff were selected to apply the KMS for AFC In Jan 2010 a questionnaire had been sent to them to collect their needs
for AFC and their views for KMS In Jun 2010 another questionnaire had been sent to them to collect their comments after applying
the KMS for five months
November January February March April May
1 Review business context
2 Problem statement
3 Define project objective amp scope
4 Literature review
5 Data collection amp assessment
6 Implementation
7 Performance evaluation amp control
8 Submit project report
Tasks2009 2010
DescriptionJuneDecember
Improving Productivity amp Sustainability Through KMS
Page 43 of 72
1010 SharePoint
Microsoft SharePoint also known as Microsoft SharePoint Products and Technologies is a content
management system with integrated search functionality developed by Microsoft that allows users to
work in a web-based collaborative environment Microsoft provides certain built-in functionality and
third party developers can also develop custom modifications to extend functionalities
SharePoint is a collection of products and software elements that includes among a growing selection
of components web browser based collaboration functions process management modules search
modules and a document-management platform SharePoint can be used to host web sites that access
shared workspaces information stores and documents as well as host defined applications such as
wikis and blogs All users can manipulate proprietary controls called web parts or interact with
pieces of content such as lists and document libraries
10101 Background of Corporate Document Management System at MTR
In year 2008 MTR selected Microsoft SharePoint 2007 as the future document management platform
This platform became part of the infrastructure of Document Management System (DMS) for all
departments and supported the on-going document management needs of MTR Corporation
In mid 2008 the DMS platform was established by IT department in MTR The application setup and
administration work was relied on individual department In end 2008 these two pilot trials were
rolled out with satisfactory result which interested other departments to migrate their legacy system
into e-library Basically the application setup and ownership were released to individual department
The DMS consists of Document Libraries owned by various departments and working groups Please
Improving Productivity amp Sustainability Through KMS
Page 44 of 72
refer below Figure 5 for Enterprise Information Portal After clicking the DMS in Figure 5 the site
hierarchy tree of Document Libraries folders were expanded as illustrated in Figure 6
Figure 5 Figure 6
Referring to Figure 6 the Site Hierarchy Tree shows the document libraries that are available
in corresponding departmentrsquos folder The Document Libraries is a place on a site where user can
create share and update files It contains custom properties that stores metadata of files in the libraries
and also provides fine-grained security for granting access to those files The Document Libraries are
owned by various departments and working groups in the Operations Division Respective owner
possesses the autonomy to control who can access and to what extent under the Document Libraries
Due to various issues (for example some departments are not familiar with Information System setup
and not willing to take up the duties and responsibilities of being an administrator etc) the application
of SharePoint was not widely adopted in Operations Division
Improving Productivity amp Sustainability Through KMS
Page 45 of 72
10102 Use SharePoint as E-Document Library for AFC
Before 2009 SharePoint had never been applied to AFC knowledge management activities In Jan
2010 the initial set up share folder creation and the knowledge sharing activities for AFC among all
my staff had been conducted I acted as an Administrator role to govern knowledge management
activities in SharePoint Basically Administrators needed to manage the access permission and folder
structure of individual document libraries Meanwhile other working teams were encouraged to share
their knowledge and useful documents in SharePoint Before starting these activities in SharePoint the
following setup was required to arrange
10103 Created the folder structure
In the below Figure 7 the folder structure of a document library at Site Hierarchy called AFC SDT
was created AFC staff could add files to the library and other people can make changes to them
Those changes would be stored in the library at server not at their own computers And other people
could easily access the files by using a Web browser provided that they have been granted the
permissions to do so
Improving Productivity amp Sustainability Through KMS
Page 46 of 72
Figure 7 Figure 8
10104 Define Content Types
In the above Figure 8 the content type was defined which is suitable for AFC application A content
type is used to define the attributes of a document Each content type can store different attributes in
the document library and also can associate with different document library For example all
deliverable documents in a project file may require a set of attributes such as project code and project
owner By creating a project content type the required information such as project code must be
assured and the project owner will be associated with all variants of user deliverable documents for
AFC
10105 File Permission Settings
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Page 47 of 72
In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
Improving Productivity amp Sustainability Through KMS
Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
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Page 49 of 72
Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
Improving Productivity amp Sustainability Through KMS
Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
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Page 51 of 72
Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
Improving Productivity amp Sustainability Through KMS
Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
Improving Productivity amp Sustainability Through KMS
Page 53 of 72
PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
Improving Productivity amp Sustainability Through KMS
Page 56 of 72
10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
Improving Productivity amp Sustainability Through KMS
Page 57 of 72
11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 4
Improving Productivity amp Sustainability Through KMS
Page 2 of 72
solutions to keep LD in equilibrium by improving technologies and KM mechanisms within
the organization
In this project KMS in AFC will be applied to leverage knowledge between both in-house
staff and maintenance contractor Secondly a knowledge reservoir for AFC system will be
built The ultimate goal is to maintain key knowledge of AFC so as to improve productivity
and sustainability of the business
Improving Productivity amp Sustainability Through KMS
Page 3 of 72
2 Abbreviations
AFC Automatic Fare Collection
ATampD Airport Express Line Tung Chung Line amp Disney Resort Line
AFCSDT Automatic Fare Collection Special Duty Team
BPR Business Processes Reengineering
CampC Control amp Communication
CM Corrective Maintenance
HR Human Resource
IT Information Technology
JCM Job Characteristics Model
KCRC Kowloon-Canton Railway Corporation
KMS Knowledge Management System
LD Leavitt Diamond
MTR MTR Corporation Limited
MBO Management by Objectives
MCS Main Control System
OTD Operations Training Department
OH Overhaul
PS Particular Specification
PM Preventive Maintenance
SBM Station Based Maintenance
TampC Test amp Commissioning
TKL Tseung Kwan O Line
Improving Productivity amp Sustainability Through KMS
Page 4 of 72
URL Urban Line
WIL West Island Line
WI Work Instructions
3 Company Background
Currently MTR has 12 lines 82 stations and 62 light rail stations after the merger with ex-
KCRC in December 2007 It currently carries 35 million passengers each weekday MTR
has continued to expand its network locally and cross boundary to mainland China The WIL
will be put into service in year 2012
I am working in ATampD Technical Support Section to provide technical support for front line
maintenance staff and also need to manage asset management activities for all CampC systems
such as Telecom MCS and AFC etc In addition I need to conduct TampC work for new
station and railway extension
4 Business Context
Management pursued outsourcing of routine and IT work to cut cost and to keep minimum
in-house staff In consideration of staff turnover loss of key knowledge of service critical
system (eg AFC Signaling etc) will occur Hence pursuing KMS was usually followed or
before outsourcing This is to ensure the key knowledge can properly be maintained for
sustaining the core business and future development
Improving Productivity amp Sustainability Through KMS
Page 5 of 72
5 Problem Statement
Outsourcing could generate several millions of cost saving but concurrently generate surplus
of staff who might need to be redeployed or laid off The most crucial problem was the loss
of key knowledge to sustain the core business Secondly the switching cost is high and very
difficult to change back to in-sourcing since the market size is small and not easy to find
sufficient expertise to support and maintain the system Thirdly the company will totally
rely on contractor and is very difficult to request for higher service standard or flexible scope
of works unless to pay more money to contractor or to revise the scope of work In the long
run the existing contractor already dominates the market and keeps the key knowledge as
their proprietary asset The company will be hard to invite other contractors to beat the new
maintenance contract As a result monopoly will be occurred The company may enjoy
lower cost at the beginning but suffer from higher cost in the long-term
6 Project Objective
Outsourcing AFC maintenance work could save several millions of money but it would lose
key knowledge of AFC In light of this six technicians would be gradually redeployed from
Jan 2010 to Mar 2010 to form a special team (AFCSDT) who is under my supervision and
will be trained as AFC experts Meanwhile KMS to leverage their knowledge will be
applied to build a knowledge reservoir of AFC system AFCSDT would strengthen
contractor monitoring supervision and TampC activities for new projects My objective is to
maintain the key knowledge of AFC and ensure no operation impact after outsourcing new
projects and stationrailway extensions The ultimate goal is to improve productivity and
sustainability
Improving Productivity amp Sustainability Through KMS
Page 6 of 72
According to Robbins and Coulter Knowledge Management (KM) involves cultivating a
learning culture where organizational members gather knowledge systematically and share it
with others within the organization so as to achieve better performance I will try to make it
easy for AFCSDT staff to communicate and share their knowledge in order that they can
learn other ways to do their jobs more effectively and efficiently and eventually improve
AFC performance as well as organizational performance
Refer to Becerra-Fernandez et al (2004) employees sharing knowledge with one another
the turnover rates were reduced thereby positively affecting revenue and profit The
development of AFC KMS will provide AFCSDT with solutions to problems they face in
case those problems have been encountered earlier and effectively addressed Ultimately
AFCSDT can be trained as AFC experts and thus AFC knowledge can be on-going stored
shared and maintained in AFC KMS
Improving Productivity amp Sustainability Through KMS
Page 7 of 72
7 Process Management
The project objective is defined and linked to business objectives The next step is to conduct
literature review and KM assessment before implementation In Figure 1 it shows the
processes and workflows of this project The below sections will go through all necessary
processes
8 Literature Review
81 Business Definition for Leavitts Diamond (LD)
Analysis Assessment amp Apply
Business Objective
KM Assessment
PROBLEM STATEMENT Project Objective
STRATEGY Formulation of a PLAN
CHANGE Mechanisms amp Technologies
IMPLEMENTATION
PERFORMANCE Evaluation amp Control
Literature Review
Figure 1 - Project Workflow
ENVIRONMENT ORGANIZATION
Motivation Maintain the system until mature
Improving Productivity amp Sustainability Through KMS
Page 8 of 72
LD is a model for analyzing management change developed by Harold J Leavitt Leavitts
Diamond is based on the idea that it is rare for any change to occur in isolation Leavitt sees
technology tasks people and the organizational structure in which they function as four
interdependent variables visualized as the four points of a diamond Change at any one point
of the diamond will impact some or all of the others Thus a changed task will necessarily
affect the people involved in it the structure in which they work and the technology that
they use Failure to manage these interdependencies at critical times of change can create
problems Managing of equilibrium of four elements was essential to the corporation Please
refer below Figure 2 for LD
Figure 2 - Leavitts Diamond (LD)
Due to staff retirement and outsourcing of AFC maintenance service AFC knowledge will
subsequently be lost According to LD the change in ldquopeoplerdquo (staff retirement) and
ldquobusiness processrdquo (from in-house maintenance to outsourcing) will affect other variables As
the change of organization structure is comparatively hard it is then considered to have
Improving Productivity amp Sustainability Through KMS
Page 9 of 72
ldquotechnologyrdquo change to maintain the equilibrium of LD KM can then be adopted as a tool to
keep the key knowledge of AFC
82 Rapid Change in Business Processes
Companies must try to change their business approaches so as to survive in the rapid
changing environment especially to enter the global markets However Wiig (2004) pointed
out that there are six major challenges of which companies need to do in order to survive in
the rapid changing environment
The increase of knowledge-intensive work leads to the creation and delivery of better
and greater complexity of management and operating practices
Due to globalization the pressure has been arisen This results in the changing of the
nature of business in the competitive environment It is therefore needed to inform
customers and increase dependence on intellectual capital
Different complex practices in management operational and technical approaches are
bought in such as the new generation of knowledge management advancement of
information management and technology as well as explicit people-focused knowledge
management
Technology business conditions regulatory and legal requirements practices and
demands are changing faster than ever expected
Workers are now demanding more involvement in work They are less satisfied with
traditional employment conditions
Traditional training and education are often exceeded the time than allocated
83 Changing in Technology People and Structure
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Page 10 of 72
Wiig (2004) stated that these challenges can be addressed by the below listed four
management initiatives
Organization has to widely disseminate and provide systematic and comprehensive
knowledge management guided by management
Organization has to promote integrative management practices not only on personal but
also to departments and business unit at all levels so as to achieve the common goals of
collaboration and understanding KM
Organization has to foster and capitalize its intellectual capital and assets operational
and strategic value of human capital and information capital
Organization has to provide competitive products and establish people-focused
management and organization of knowledge-related work
84 Survival in Rapid Changing Environment through Knowledge
Management
Wiig (2004) stated that global economy demands excellence Many companies are trying to
maintain at the top position by innovating faster than their competitors in order to survive
Companies must carefully manage knowledge-intensive work It refers to the high
performing people to deal with the intellectual work In fact work intensity is a function
which includes at least the four factors as shown below
In normal situation the degree of knowledge intensity is determined by the amount of
knowledge needed to deliver competent work
Knowledge intensity is influenced subject to the variety of challenges of which people
handle competently
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Page 11 of 72
The degree of knowledge will increase in high-value situations where the consequences
of errors are large
The degree of knowledge intensity is parallel to the swiftness of action
85 Definition for Knowledge Management (KM)
According to Robbins and Coulter (2005) Knowledge Management (KM) involves
cultivating a learning culture where organizational members systematically gather and share
knowledge with others within the organization so as to achieve better performance
Management must try to make it easy for staff to communicate and share their knowledge in
order that they can learn from other ways to do their jobs more effectively and efficiently and
eventually improve organizational performance
According to Becerra-Fernandez et al (2004) knowledge is first created in peoplesrsquo minds
A company must identify ways to encourage and stimulate the ability of employees to
develop new knowledge Besides company must enable effective ways to elicit represent
organize re-use and renew this knowledge The people using KM systems are the integral
part of the KM systems Moreover a company needs to use social mechanisms and
technologies to facilitate knowledge workers to discover share and apply their knowledge
KM comprises a range of strategies and practices used in an organization to identify create
represent distribute and enable adoption of insights and experiences Such insights and
Improving Productivity amp Sustainability Through KMS
Page 12 of 72
experiences comprise knowledge either embodied in individuals or embedded in
organizational processes or practice
An established discipline since 1991 (see Nonaka 1991) KM includes courses teaching in the
fields of business administration information systems management and library and
information sciences More recently other fields have started contributing to KM research
these include computer science information and media
KM efforts have a long history to include on-the-job discussions formal apprenticeship
discussion forums corporate libraries professional training and mentoring programs More
recently with the increased use of computers in the second half of the 20th century specific
adaptations of technologies such as knowledge bases expert systems knowledge repositories
group decision support systems intranets and computer supported cooperative work have
been introduced to further enhance such efforts
86 Definition for Knowledge Management Systems (KMS)
In 1999 the term personal knowledge management was introduced which refers to the
management of knowledge at the individual level (Wright 2005) In terms of the enterprise
early collections of case studies recognized the importance of knowledge management
dimensions of strategy process and measurement (Morey Maybury amp Thuraisingham 2002)
Key lessons learned included people and the cultures that influence their behaviors are the
single most critical resource for successful knowledge creation dissemination and
application cognitive social and organizational learning processes are essential to the
success of a knowledge management strategy and measurement benchmarking and
Improving Productivity amp Sustainability Through KMS
Page 13 of 72
incentives are essential to accelerate the learning process and to drive cultural change In
short knowledge management programs can yield impressive benefits to individuals and
organizations if they are purposeful concrete and action-oriented More recently with the
advent of the Web 20 the concept of knowledge management has evolved towards a vision
more based on people participation and emergence
According to Becerra-Fernandez et al (2004) knowledge management mechanisms such as
mentoring retreats etc are organizational or structural means used to promote knowledge
management (KM) The use of leading-edge information technologies (IT) (eg Web-based
conferencing) to support KM mechanisms enables dramatic improvement in KM Knowledge
Management Systems (KMS) is the synergy between latest technologies and socialstructural
mechanisms In summary Knowledge Management System (KMS) refers to the Latest
Technology plus SocialStructural Mechanisms Please refer below table for the relationship
between KM processes mechanisms and corresponding technologies
KM
Processes
KM
Systems
KM Sub-
Processes
Illustrative KM
Mechanisms
Illustrative KM
Technologies
Knowledge
Discovery
Knowledge
Discovery
System
Combination Meetings telephone
conversations and
documents
collaborative creation
of documents
Databases web-based
access to data data
mining repositories of
information Web
portals best practices
and lessons learned
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Page 14 of 72
KM
Processes
KM
Systems
KM Sub-
Processes
Illustrative KM
Mechanisms
Illustrative KM
Technologies
Socialization Employee rotation
across departments
conferences
brainstorming
retreats cooperative
projects initiation
Video-conferencing
electronic discussion
groups e-mail
Knowledge
Capture
Knowledge
Capture
Systems
Externalization Models prototypes
best practices lessons
learned
Expert systems chat
groups best practices
and lessons learned
databases
Internalization Learning by doing
on-the-job training
learning by
observation and face-
to-face meetings
Computer-based
communication AI-
based knowledge
acquisition computer-
based simulations
Knowledge
Sharing
Knowledge
Sharing
Systems
Socialization See above See above
Exchange Memos manuals
letters presentations
Team collaboration
tools web-based access
to data databases and
repositories of
information best
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Page 15 of 72
KM
Processes
KM
Systems
KM Sub-
Processes
Illustrative KM
Mechanisms
Illustrative KM
Technologies
practices databases
lessons learned systems
and expertise locator
system
Knowledge
Application
Knowledge
Application
Systems
Direction Traditional
hierarchical
relationships in
organizations help
desks and support
centers
Capture and transfer of
expertsrsquo knowledge
troubleshooting systems
and case-based reasoning
systems decision
support systems
Routines Organizational
policies work
practices and
standards
Expert systems
enterprise resource
planning systems
management information
systems
87 Motivation
Referring to Gary amp Alan (2008) motivation is an extent to which persistent effort is
directed toward a goal Effort persistence direction and goal are important elements to
achieve motivation
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According to Becerra ndashFernandez et al 2004 KM is directly linked to what people know
and how what they know can support business and organizational objectives It draws on
human competency intuition ideas and motivations In light of this motivation is one of the
important elements which cannot be ignored during the implementation of KM Motivation
can positively influence and encourage staff to contribute continuously their efforts towards
the successful attainment of KM
With reference to Wikipedia there is a number of claims exist as to the motivations leading
organizations to undertake a KM effort Typical considerations driving a KM effort include
making available increased knowledge content in the development and provision of products
and services as well as achieving shorter new product development cycles and etc
871 Need Theory of Work Motivation
According to Gary amp Alan (2008) the Need Theory specified what kinds of needs people
have and the conditions under which they will be motivated to satisfy these needs in a way
that contributes to better performance Needs are physiological and psychological wants or
desires that individuals can satisfy by acquiring certain incentives or achieving particular
goals It is the behaviour stimulated by this acquisition process that reveals the motivational
character of needs According to Maslowrsquos Hierarchy of Needs motivation can be divided
into intrinsic and extrinsic as shown in Figure 3
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Page 17 of 72
The unsatisfied need category at the lowest-level has the greatest motivating potential The
best motivation depends on the personrsquos position in the need hierarchy According to Maslow
individuals are motivated to satisfy their physiological needs before they reveal an interest in
safety needs Thus safety needs must be satisfied before social needs become motivational
and so on
872 Goal Setting Theory and Management by Objectives
According to Robbins and Coulter (2005) goal setting is a motivational technique that uses
specific challenging and acceptable goals and provides feedback to enhance performance
The two main categories are learning goals and performance goals Learning goals are
process-oriented goals that focus on learning and enhancing the understanding of a task and
the use of task strategies Performance goals are outcome-oriented goals that focus on the
achievement of specific performance outcomes
Physiological
Safety
Belongingness
Self-esteem
Self-actualization
Intrinsic Motivation
Extrinsic Motivation
Figure 3 ndash Maslowrsquos Hierarchy of Needs
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Page 18 of 72
According to Robbins and Coulter (2005) Management by Objectives (MBO) is an elaborate
goal-setting and evaluation process that organizations typically use for management tasks
Objectives for the organization as a whole are developed by top management and diffused
down and translated into specific behavioural objectives for individual members to achieve
through the process of planning motivating evaluating and reward
873 Job Characteristics Model (JCM)
According to Robbins and Coulter (2005) JCM specified the job characteristics and used to
redesign work to make it more motivated Referring to Figure 4 below it describes how the
first three dimensions ndash skill variety task identity and task significance ndash combine to create
meaningful work From a motivational standpoint JCM suggests that internal rewards are
obtained when an employee learns (knowledge of results through feedback) that he or she
personally (experienced responsibility through autonomy of work) has well performed on a
task that he or she cares about (experienced meaningfulness through skill variety task
identity andor task significance) The more these three conditions characterize a job the
greater the employeersquos motivation
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Page 19 of 72
Figure 4 ndash Job Characteristic Models (JCM)
9 Scope of Work
The major scope to keep knowledge for AFC is to ensure no negative impact during changes
in business environment My key assignment is to train AFCSDT as AFC expert in the
coming two years KMS will be applied to leverage their knowledge and build a reservoir
for AFC knowledge Meanwhile motivation theory will also be applied to ensure ongoing
operations until the KMS become an organizational culture in the department AFCSDT
would strengthen contractor monitoring supervision and TampC activities to ensure no adverse
impact after outsourcing new projects or stationrailway extensions
91 How do I manage their motivation forces
In December 2009 six technicianssenior technicians were redeployed to my section and
under my supervision With reference to the results of other departments the initial setup of
Improving Productivity amp Sustainability Through KMS
Page 20 of 72
KMS might not be difficult but to keep a momentum to maintain the KMS as departmental
culture would be a real challenge It is because there are several inherent personnel issues as
below
- Employees always think that their special skill and knowledge are eroding
- Employees will think that KMS is an extra task other than normal duties hence they will
be reluctant to involve in it
- Fear of job securityredundancy
- Normal working hours are already occupied by day-to-day duties therefore not much
time can be spared to handle additional KM activities
Because of the captioned reasons motivation techniques must be applied to tempt staff to use
KMS In addition it is essential to keep the momentum forces of KMS and to ensure
sufficient driving forces of motivation within the team until using KMS become departmental
culture According to Maslowrsquos Hierarchy of Needs motivation can be achieved by the
below techniques
Maslowrsquos Hierarchy of
Needs
Propose motivation techniques
Physiological
1 Review salary by staff performance in relation to KMS
2 Clear reward system
Safety
1 Job is secured even though share knowledge with other
2 Training for staff without enough skill
Belongingness 1 Knowledge sharing
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Page 21 of 72
Maslowrsquos Hierarchy of
Needs
Propose motivation techniques
2 More team activity
Self esteem
1 Social relationship with other
2 After-office-hour activities
3 Promotion opportunity
92 Qualitative Measures
In order to identify existing KM processes qualitative measures will be used Questionnaire
and informal chatting with the technicians and engineers were arranged in January 2010
Please refer Appendix 2 for the questionnaire
93 KM Assessment
Firstly an assessment for contingent factors will be conducted This is to evaluate the effect
of knowledge and task characteristics environmental and organizational characteristics
before selecting appropriate KM processes Secondly methodology will be assessed This is
to identify task-oriented key processes assess the contingency factors prioritize assess the
KM infrastructure and develop additional needed KM systems mechanisms and
technologies applied to AFC The eight steps are required to go through and are summarized
as below The elaboration of each steps are detailed in the following tables
1 Identify task-oriented key processes
2 Assess the contingency factors
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Page 22 of 72
3 Identify the KM processes based on each contingency factor
4 Prioritize the needed KM processes
5 Identify the existing KM processes
6 Identify the additional needed KM processes
7 Assess the KM infrastructure
8 Develop additional needed KM systems mechanisms and technologies
Improving Productivity amp Sustainability Through KMS
Page 23 of 72
Steps 1 amp 2 ndash Identify task-oriented key processes and assess the contingency factors
Business
Objectives Major Processes Sub-processes
Assess the Contingency Factors
Task Characteristics Knowledge Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environmental
Uncertainty =
High or Low
Task
Uncertainty =
High or Low
Task
Dependence =
High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain key
knowledge for
AFC
Form a special team for
AFC work
Form an AFC
Special Duty Team
(AFCSDT)
Low NA NA NA Large NA NA
Strengthen training and
practice for AFCSDT
Arrange formal
training Low Low Explicit Procedural Large Low cost Low
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Build a knowledge
database for AFC
Establish a
knowledge database Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Ensure no
operations
impact during
outsource of
AFC
maintenance
service
Capture key knowledge
from experience staff
Arrange job
attachment to
experience staff
NA NA Both NA Small Low cost Low
Ensure maintenance
contractor have
competence to maintain
the system
Share knowledge
with collaboration
partners
Low High Tacit Both Small Low cost Low
Strengthen contractor
monitoring and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low
Ensure no
operations
impact during
new project or
new
stationline
opening
Ensure new system to
implement according to
Particular
Specification(PS)
Capture useful
information from PS Low Low Explicit Procedural
Small (conduct
by small team) Low cost Low
Capture useful
information for test
amp commissioning
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Ensure defects are
resolved before putting
the new system into
operations
Resolve all defects
before handover NA NA Both Both
Large (done by
whole Section) Low cost Low
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Page 24 of 72
Steps 3 ndash Identify the KM processes based on each contingency factor
Characteristic LevelType Recommended KM Processes
Organization
Size
Small Knowledge sharing (socialization)
Knowledge application (direction)
Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Large Knowledge sharing (exchange)
Knowledge application (routines)
Knowledge discovery (combination)
Knowledge capture (externalization internalization)
Business Strategy
Low cost Knowledge application (direction routines)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Differentiation Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Environmental
Uncertainty
Low Knowledge sharing (socialization exchange)
Knowledge capture (externalization internalization)
High Knowledge discovery (combination socialization)
Knowledge application (direction routines)
Improving Productivity amp Sustainability Through KMS
Page 25 of 72
Steps 3 ndash Identify the KM processes based on each contingency factor
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain
key
knowledge
for AFC
Form a
special team
for AFC
work
Form an
AFC Special
Duty Team
(AFCSDT)
Low NA NA NA Large NA NA NA
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Low Low Explicit Procedural Large Low cost Low
Knowledge capture
(externalization
internalization)
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Knowledge sharing
(socialization
exchange)
Build a
knowledge
database for
AFC
Establish a
knowledge
database
Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Knowledge capture
(externalization
internalization)
Ensure no
operations
impact
during
outsource
of AFC
maintenanc
e service
Capture key
knowledge
from
experience
staff
Arrange job
attachment to
experience
staff
NA NA Both NA Small Low cost Low
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Ensure
maintenance
contractor
have
Share
knowledge
with
collaboration
Low High Tacit Both Small Low cost Low
Knowledge sharing
(socialization
exchange)
Improving Productivity amp Sustainability Through KMS
Page 26 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
competence
to maintain
the system
partners
Strengthen
contractor
monitoring
and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low NA
Ensure no
operations
impact
during new
project or
new
stationline
opening
Ensure new
system to
implement
according to
Particular
Specification
(PS)
Capture
useful
information
from PS
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Capture
useful
information
for test amp
commissioni
ng
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Ensure
defects are
resolved
before
putting the
new system
into
operations
Resolve all
defects
before
handover
NA NA Both Both Large (done by
whole Section) Low cost Low
Knowledge
application
(direction
routines)
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Page 27 of 72
Steps 4 ndash Prioritize the needed KM processes
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
Maintain
key
knowledg
e for AFC
Form a
special
team for
AFC
work
Form an
AFC
Special
Duty Team
(AFCSDT)
No OK NA NA No NA NA NA 0 1 2 05
Strengthe
n training
and
practice
for
AFCSDT
Arrange
formal
training
No No OK Yes No Yes No
Knowledge
capture
(externalizatio
n
internalization
)
2 1 4 25
Conduct
drill
exercise
No OK OK OK Yes Yes No
Knowledge
application
(direction
routines)
2 3 2 35
Build a
knowledg
e database
for AFC
Establish a
knowledge
database
OK Yes Yes OK Yes Yes No
(1)
Knowledge
capture
(externalizatio
n
internalization
)
(2)
Knowledge
application
(routines)
4 2 3 5
Ensure no
operations
Capture
key
Arrange on-
the-job NA OK Yes OK Yes Yes No
Knowledge
sharing 3 2 1 4
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Page 28 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
impact
during
outsource
of AFC
maintenan
ce service
knowledg
e from
experienc
e staff
training to
experience
staff
(socialization
exchange)
Ensure
maintenan
ce
contractor
are
compete
to
maintain
the
system
Share
knowledge
with
collaboratio
n partners
No Yes Yes OK Yes Yes No
(1)
Knowledge
sharing
(socialization
exchange) (2)
Knowledge
application
(direction
routines)
4 1 1 45
Strengthen
contractor
monitoring
and
supervision
NA NA No Yes No Yes No
Knowledge
application
(routines)
2 0 3 2
Ensure no
operations
impact
during
new
project or
new
stationlin
e opening
Ensure
new
system to
implemen
t
according
to
Particular
Specificat
ion(PS)
Capture
useful
information
from
Particular
Specificatio
n
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
)
3 0 4 3
Capture
useful
information
for test amp
commissioni
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
3 0 4 3
Improving Productivity amp Sustainability Through KMS
Page 29 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
ng )
Ensure
defects
are
resolved
before
putting
the new
system
into
operations
Resolve all
defects
before
handover
the system
NA NA OK Yes No Yes No
Knowledge
application
(direction
routines)
3 1 2 25
Yes = 1 OK = 05 No = 0
Improving Productivity amp Sustainability Through KMS
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Steps 5 amp 7 ndash Identify the existing KM processes and assess the KM infrastructure
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
5
Build a
knowledge
database for
AFC
Establish a
knowledge
database
(1) Knowledge
capture
(externalization
internalization)
(2) Knowledge
application
(routines)
Centralize
technical
library
Intranet to
keep Work
Instruction
(WI)
procedure and
drawings
Top
management
support
Relies
mainly on
paper-based
central
library and
intranet
Intranet
calendaring
Web-based
discussion
group Staff are
willing to
share
informati
on and
knowledg
e
PC
training
room and
on-site
equipmen
t
Yes but
low
efficiency
No as
system
complexity
became
higher the
effectiveeff
iciency was
dropped due
to poor
organizing
of
information
and
knowledge
45
Ensure
maintenance
contractor
have
competence
to maintain
the system
Share
knowledge
with
collaboration
partners
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Arrange
formal
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Relied on
Email and
SharePoint
PC based
Internet and
SharePoint
Yes
Yes but
needs to
ensure new
staff(due to
turnover)
are also
competence
4
Capture key
knowledge
from
Arrange on-
the-job
training to
Knowledge
sharing
(socialization
Learning by
observation
and practice
Email and
word
processing
Mentorship
PC based
Intranet
Email and
Yes but
low
efficiency
No because
mentorship
scheme
Improving Productivity amp Sustainability Through KMS
Page 31 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
experience
staff
experience
staff
exchange) documents Microsoft
Office
applications
could only
arrange one
or two staff
for job-
attachment
35
Strengthen
training and
practice for
AFCSDT
Conduct drill
exercise
Knowledge
application
(direction
routines)
Learning by
practice
Relied on
Microsoft
Office
applications
Yes
Yes but
there is no
plan to
conduct the
drill and the
report did
not organize
in proper
manner
3
Ensure new
system to
implement
according to
Particular
Specificatio
n
Capture useful
information
from PS Knowledge
capture
(externalization
internalization)
Face-to-face
project
meetings
Project
submissions
by Email
Incentives link
to
performance
appraisal
Relied on
Email and
Sharepoint
PC based
Internet and
Sharepoint
Contracto
r are
willing to
share
informati
on with
client
PC
meeting
rooms and
site
environm
ent
Yes Yes Capture useful
information
for test amp
commissionin
g
25
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Knowledge
capture
(externalization
internalization)
Classroom
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Top
management
encouragemen
t
Part of staff
developmen
t
programme
PC based
Intranet
Email and
Microsoft
Office
applications
Staff are
willing to
learn
PC
meeting
rooms and
site
environm
ent
Yes
Yes but the
training
material did
not organize
in proper
manner
Ensure Resolve all Knowledge Face-to-face Email and Incentives link Part of pre- Maintain Yes Yes
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Page 32 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
defects are
resolved
before
putting the
new system
into
operations
defects before
handover the
system
application
(direction
routines)
project
meetings
word
processing
documents
to
performance
appraisal
commissioni
ng activities
higher
performan
ce
standard
2
Ensure
maintenance
contractor
have
competence
to maintain
the system
Strengthen
contractor
monitoring
and
supervision
Knowledge
application
(routines)
Face-to-face
performance
review
meetings
Part of post-
commissioni
ng activities
Yes Yes
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Page 33 of 72
Steps 8 ndash Develop additional needed KM systems mechanisms and technologies
Priority Major Processes Sub-processes Recommended KM Processes Develop Additional Needed KM Systems
Mechanisms Technologies
5 Build a knowledge
database for AFC
Establish a knowledge
database
(1) Knowledge capture
(externalization internalization)
(2) Knowledge application
(routines)
Convert AFC knowledge into explicit
forms
(1) Apply SharePoint to build a
document-management platform for
AFC SharePoint needs to be
customized the architecture for AFC
As such it becomes an access shared
workspaces information stores and
documents
(2) Apply MTR Creator (Web-based
discussion groups) to share
knowledge for AFC
45
Ensure maintenance
contractor have
competence to
maintain the system
Share knowledge with
collaboration partners
(1) Knowledge sharing
(socialization exchange)
(2) Knowledge application
(direction routines)
(1) Utilize of knowledge stored in
SharePoint
(2) Assess the competence level of
maintenance contractor periodically
4
Capture key
knowledge from
experience staff
Arrange on-the-job
training to experience
staff
Knowledge sharing (socialization
exchange)
(1) Capture and transfer of expertsrsquo
knowledge into procedures in
centralize electronic document system
(2) Conduct case study to strengthen
internalization process
35 Strengthen training
and practice for
AFCSDT
Conduct drill exercise Knowledge application (direction
routines)
To share drill report procedures best
practices and lessons learned for AFC
25 Arrange formal training Knowledge capture
(externalization internalization) To share training material for AFC
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94 Analysis and Recommendation
Base on the above Item 93 of KM assessment below are the analysis and recommendation
941 Analysis
- MTR is a large transportation company that pursued a low-cost business strategy to operate
its systems in a safe and reliable manner
- MTR faces low levels of uncertainty because of monopoly AFC tasks are highly dependent
because individual machines are co-related
- MTR relies mainly on explicit procedure knowledge However several projects and railway
extensions make frequent changes in the system As such MTR becomes more rely on the
tacit knowledge possessed by its employees
- MTR had pursued technologies (eg SharePoint and Web-based discussion groups) to
support knowledge management The company had set-up the platform but there was no
expertise to customize particular application Staff had just used these softwares as rituals
rather than knowledge capturing or sharing platform
942 Recommendations
- To enhance people-to-document through more on-the-job training and develop an electronic
document system that codifies stores disseminates and allows reuse of knowledge for AFC
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Page 35 of 72
- MTR had successfully applied the SharePoint in projects and railway extensions as pilot
Because of the reuse economics MTR shall further extend the application of SharePoint in
Operations Department and arrange expertise to customize the application for AFC
- Establishment and use of communities of AFC to support socialisation capture and reuse of
knowledge To enhance socialisation through more job attachments meetings and group
projects
- To enhance internalisation through more training case studies and presentations
- To motivate staff to setup amp maintain KMS for ongoing operations
bull Physiological need
ndash Review salary by staff performance
ndash Clear reward system
bull Safety need
ndash Job is secured even though share knowledge with others
ndash Training for staff without enough skill
bull Belongingness need
ndash Knowledge sharing (eg Share knowledge in SharePoint)
ndash More team activity (eg Work Improvement Team for AFC)
bull Self esteem need
ndash Social relationship with other
ndash After-office-hour activities
ndash Promotion opportunity
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10 Implementation Strategies and Plan
Below are the implementation strategies and plans
101 Use Information Technologies and Existing Resources
Based on Item 94 of KM analysis and recommendation below are the implementation details and
strategies Information technologies will be used as practical tools for activities mainly performed
and directed by humans to achieve real knowledge-based organizations Further it is inclined to use
existing resources and infrastructure due to time and budget constraints
102 Web-based Technologies
Among information technologies the web-based collaborative tools such as Wiki are very
successful and made it possible for corporate employees to continuously contribute and access
information to and from the central repository Virtual world further increased collaborative
opportunities in the process of knowledge sharing In virtual world a team can work synchronously
The new generations of virtual world tools allow the team not only meet and exchange ideas verbally
but also document them by creating processes procedures and diagrams of concepts that are
explicitly formed one part of the base of organizational knowledge
103 Codification Approach
One strategy to KM involves active management of knowledge (push strategy) In such an instance
individuals strive to explicitly encode their knowledge into a shared knowledge repository such as a
database as well as retrieving knowledge they need which other individuals have provided to the
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Page 37 of 72
repository This is also commonly known as codification approach to KM In the below section
SharePoint will be used to implement a shared knowledge repository
104 Personalization Approach
Another strategy to KM involves individuals who make requests for knowledge from experts
associated with a particular subject on an ad hoc basis (pull strategy) In such an instance experts
can provide their insights to the particular person or people who need this information This is also
commonly known as the personalization approach to KM In the below section MTR Creators will
be used to implement an E-Discussion Forum Within MTR Creators Subject Matter Advisor (SMA)
will act as an expert to provide feedback to particular questioner
105 KM Mechanisms
Knowledge can be accessed at three stages of ldquobeforerdquo ldquoduringrdquo and ldquoafter KM-related activities
Different organizations have tried various knowledge capture incentives including making content
submission mandatory and incorporating rewards into performance measurement plans as motivation
Whenever staff found that KMS is useful for them or once the habit of contributing sharing and
accessing knowledge is instilled incentivesmotivation are no longer required In the below section
rewards scheme will be incorporated into Annual Performance Appraisal to evaluate the contribution
of KM
106 Knowledge Management Software
Knowledge Management Software is a subset of enterprise content management software which
contains a range of software that specializes in the way information is collected stored andor
accessed The knowledge management is based on a range of practices used by an individual a
Improving Productivity amp Sustainability Through KMS
Page 38 of 72
business and a large corporation to identify create represent and redistribute information for a
range of purposes Software that enables an information practice or range of practices at any part of
the processes of information management can be deemed as information management software A
subset of information management software emphasizes an approach to build knowledge out of
information that is managed or contained which is often called knowledge management software
107 Selection of Knowledge Management Software
In 2008 and 2009 MTR had spent a lot of resources and make huge investments in the latest
technologies (eg SharePoint 2007) systems (MTR Creators) and infrastructures to support
knowledge management Furthermore these knowledge management software tools have the
advantages of using organizationrsquos existing information technology infrastructure with supporting by
senior management Additionally there was no funding for the implementation of this project
Hence existing resources will be made good use of building the application for AFC instead of
sourcing alternative software
1071 SWOT Analysis
In the following table a SWOT analysis is conducted SharePoint (existing resources) and PC Base
Expert System are selected for comparison The aim is to select the right technology to build the
web-base knowledge repositories
SharePoint PC Base Expert System
Strength
(1) Because of existing resources
(introduced in end 2008) it is not required
(1) Can develop as artificial
intelligence by means of Case-
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Page 39 of 72
to raise funding
(2) Minimum user training
(3) Just need to do the setup customization
and administrative work
(4) Web-base document library can also
fulfill business objectives
(5) Relative easy to do the setup
customization amp administration
based or rule-Based reasoning
systems
(2) Can develop as web-base
library
(3) Fulfill business objectives
Weakness
Expertise to do setup customization amp
administration
(1) Need to raise additional cost
Relative longer development time
(2) Need expertise to develop
Opportunities
(1) Relative easy to get short win
(2) Management support in prior
More applications by means of
Case-based or rule-based
reasoning systems
Threat
Limited applications Higher cost but other technologies
may fulfill the same objectives
In the following table SWOT analysis is conducted MTR Creators (existing resources) and Yahoo
Knowledge are selected for comparison The aim is to select the right collaborative technology
(groupware etc) to build an E-discussion forum
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Page 40 of 72
MTR Creators Yahoo Knowledge
Strength
(1) Because of existing resources
(introduced in end 2009) it is not required
to raise funding
(2) Minimum user training
(3) Just need to do the setup
customization and administrative work
(4) The web-base discussion forum can
fulfill business objectives
(1) Able to fulfill business
objectives
(2) Attractive MMI
(3) With scoring system to
encourage people to participate
(4) High degree of information
(5) Open to public
(6) No need to do setup
Weakness
(1) Limited to internal expertise
(2) Need to do the setup customization amp
administration work
Insufficient knowledge for specific
systems
Opportunities Management support in prior No cost is required
Threat
Have redundancy by means of Email or
other technologies
The answer has no guarantee
After analyzed SharePoint is selected to build web-base knowledge repositories because of no cost
and short implementation time while MTR Creators is selected to build an E-discussion forum with
the same reason More important both technologies are able to fulfill business objectives
108 Implementation Approaches
Both SharePoint and MTR Creators were not widely adopted at the beginning (mid of 2009) This
was because no expertise was willing to do the customization setup and administration work for the
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Page 41 of 72
particular applications within the department In light of this these resources will be made good use
of and tried to maximize the utilization of these technologies and existing infrastructure In the
below sections setup customization and administrative works for SharePoint and MTR Creators
will be conducted The purpose is to build an E-document library and E-discussion forum to in line
with KM mechanisms
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Page 42 of 72
109 Implementation Plan
Below is the project timeline In Jan 2010 all the setup and customization works for AFC had been completed In Feb 2010
application for these technologies together with other KM mechanisms had been started AFC SDT and other AFC team with a total
of about 22 staff were selected to apply the KMS for AFC In Jan 2010 a questionnaire had been sent to them to collect their needs
for AFC and their views for KMS In Jun 2010 another questionnaire had been sent to them to collect their comments after applying
the KMS for five months
November January February March April May
1 Review business context
2 Problem statement
3 Define project objective amp scope
4 Literature review
5 Data collection amp assessment
6 Implementation
7 Performance evaluation amp control
8 Submit project report
Tasks2009 2010
DescriptionJuneDecember
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1010 SharePoint
Microsoft SharePoint also known as Microsoft SharePoint Products and Technologies is a content
management system with integrated search functionality developed by Microsoft that allows users to
work in a web-based collaborative environment Microsoft provides certain built-in functionality and
third party developers can also develop custom modifications to extend functionalities
SharePoint is a collection of products and software elements that includes among a growing selection
of components web browser based collaboration functions process management modules search
modules and a document-management platform SharePoint can be used to host web sites that access
shared workspaces information stores and documents as well as host defined applications such as
wikis and blogs All users can manipulate proprietary controls called web parts or interact with
pieces of content such as lists and document libraries
10101 Background of Corporate Document Management System at MTR
In year 2008 MTR selected Microsoft SharePoint 2007 as the future document management platform
This platform became part of the infrastructure of Document Management System (DMS) for all
departments and supported the on-going document management needs of MTR Corporation
In mid 2008 the DMS platform was established by IT department in MTR The application setup and
administration work was relied on individual department In end 2008 these two pilot trials were
rolled out with satisfactory result which interested other departments to migrate their legacy system
into e-library Basically the application setup and ownership were released to individual department
The DMS consists of Document Libraries owned by various departments and working groups Please
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Page 44 of 72
refer below Figure 5 for Enterprise Information Portal After clicking the DMS in Figure 5 the site
hierarchy tree of Document Libraries folders were expanded as illustrated in Figure 6
Figure 5 Figure 6
Referring to Figure 6 the Site Hierarchy Tree shows the document libraries that are available
in corresponding departmentrsquos folder The Document Libraries is a place on a site where user can
create share and update files It contains custom properties that stores metadata of files in the libraries
and also provides fine-grained security for granting access to those files The Document Libraries are
owned by various departments and working groups in the Operations Division Respective owner
possesses the autonomy to control who can access and to what extent under the Document Libraries
Due to various issues (for example some departments are not familiar with Information System setup
and not willing to take up the duties and responsibilities of being an administrator etc) the application
of SharePoint was not widely adopted in Operations Division
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10102 Use SharePoint as E-Document Library for AFC
Before 2009 SharePoint had never been applied to AFC knowledge management activities In Jan
2010 the initial set up share folder creation and the knowledge sharing activities for AFC among all
my staff had been conducted I acted as an Administrator role to govern knowledge management
activities in SharePoint Basically Administrators needed to manage the access permission and folder
structure of individual document libraries Meanwhile other working teams were encouraged to share
their knowledge and useful documents in SharePoint Before starting these activities in SharePoint the
following setup was required to arrange
10103 Created the folder structure
In the below Figure 7 the folder structure of a document library at Site Hierarchy called AFC SDT
was created AFC staff could add files to the library and other people can make changes to them
Those changes would be stored in the library at server not at their own computers And other people
could easily access the files by using a Web browser provided that they have been granted the
permissions to do so
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Figure 7 Figure 8
10104 Define Content Types
In the above Figure 8 the content type was defined which is suitable for AFC application A content
type is used to define the attributes of a document Each content type can store different attributes in
the document library and also can associate with different document library For example all
deliverable documents in a project file may require a set of attributes such as project code and project
owner By creating a project content type the required information such as project code must be
assured and the project owner will be associated with all variants of user deliverable documents for
AFC
10105 File Permission Settings
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Page 47 of 72
In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
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Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
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Page 49 of 72
Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
Improving Productivity amp Sustainability Through KMS
Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
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Page 51 of 72
Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
Improving Productivity amp Sustainability Through KMS
Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
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Page 53 of 72
PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
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10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
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11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 5
Improving Productivity amp Sustainability Through KMS
Page 3 of 72
2 Abbreviations
AFC Automatic Fare Collection
ATampD Airport Express Line Tung Chung Line amp Disney Resort Line
AFCSDT Automatic Fare Collection Special Duty Team
BPR Business Processes Reengineering
CampC Control amp Communication
CM Corrective Maintenance
HR Human Resource
IT Information Technology
JCM Job Characteristics Model
KCRC Kowloon-Canton Railway Corporation
KMS Knowledge Management System
LD Leavitt Diamond
MTR MTR Corporation Limited
MBO Management by Objectives
MCS Main Control System
OTD Operations Training Department
OH Overhaul
PS Particular Specification
PM Preventive Maintenance
SBM Station Based Maintenance
TampC Test amp Commissioning
TKL Tseung Kwan O Line
Improving Productivity amp Sustainability Through KMS
Page 4 of 72
URL Urban Line
WIL West Island Line
WI Work Instructions
3 Company Background
Currently MTR has 12 lines 82 stations and 62 light rail stations after the merger with ex-
KCRC in December 2007 It currently carries 35 million passengers each weekday MTR
has continued to expand its network locally and cross boundary to mainland China The WIL
will be put into service in year 2012
I am working in ATampD Technical Support Section to provide technical support for front line
maintenance staff and also need to manage asset management activities for all CampC systems
such as Telecom MCS and AFC etc In addition I need to conduct TampC work for new
station and railway extension
4 Business Context
Management pursued outsourcing of routine and IT work to cut cost and to keep minimum
in-house staff In consideration of staff turnover loss of key knowledge of service critical
system (eg AFC Signaling etc) will occur Hence pursuing KMS was usually followed or
before outsourcing This is to ensure the key knowledge can properly be maintained for
sustaining the core business and future development
Improving Productivity amp Sustainability Through KMS
Page 5 of 72
5 Problem Statement
Outsourcing could generate several millions of cost saving but concurrently generate surplus
of staff who might need to be redeployed or laid off The most crucial problem was the loss
of key knowledge to sustain the core business Secondly the switching cost is high and very
difficult to change back to in-sourcing since the market size is small and not easy to find
sufficient expertise to support and maintain the system Thirdly the company will totally
rely on contractor and is very difficult to request for higher service standard or flexible scope
of works unless to pay more money to contractor or to revise the scope of work In the long
run the existing contractor already dominates the market and keeps the key knowledge as
their proprietary asset The company will be hard to invite other contractors to beat the new
maintenance contract As a result monopoly will be occurred The company may enjoy
lower cost at the beginning but suffer from higher cost in the long-term
6 Project Objective
Outsourcing AFC maintenance work could save several millions of money but it would lose
key knowledge of AFC In light of this six technicians would be gradually redeployed from
Jan 2010 to Mar 2010 to form a special team (AFCSDT) who is under my supervision and
will be trained as AFC experts Meanwhile KMS to leverage their knowledge will be
applied to build a knowledge reservoir of AFC system AFCSDT would strengthen
contractor monitoring supervision and TampC activities for new projects My objective is to
maintain the key knowledge of AFC and ensure no operation impact after outsourcing new
projects and stationrailway extensions The ultimate goal is to improve productivity and
sustainability
Improving Productivity amp Sustainability Through KMS
Page 6 of 72
According to Robbins and Coulter Knowledge Management (KM) involves cultivating a
learning culture where organizational members gather knowledge systematically and share it
with others within the organization so as to achieve better performance I will try to make it
easy for AFCSDT staff to communicate and share their knowledge in order that they can
learn other ways to do their jobs more effectively and efficiently and eventually improve
AFC performance as well as organizational performance
Refer to Becerra-Fernandez et al (2004) employees sharing knowledge with one another
the turnover rates were reduced thereby positively affecting revenue and profit The
development of AFC KMS will provide AFCSDT with solutions to problems they face in
case those problems have been encountered earlier and effectively addressed Ultimately
AFCSDT can be trained as AFC experts and thus AFC knowledge can be on-going stored
shared and maintained in AFC KMS
Improving Productivity amp Sustainability Through KMS
Page 7 of 72
7 Process Management
The project objective is defined and linked to business objectives The next step is to conduct
literature review and KM assessment before implementation In Figure 1 it shows the
processes and workflows of this project The below sections will go through all necessary
processes
8 Literature Review
81 Business Definition for Leavitts Diamond (LD)
Analysis Assessment amp Apply
Business Objective
KM Assessment
PROBLEM STATEMENT Project Objective
STRATEGY Formulation of a PLAN
CHANGE Mechanisms amp Technologies
IMPLEMENTATION
PERFORMANCE Evaluation amp Control
Literature Review
Figure 1 - Project Workflow
ENVIRONMENT ORGANIZATION
Motivation Maintain the system until mature
Improving Productivity amp Sustainability Through KMS
Page 8 of 72
LD is a model for analyzing management change developed by Harold J Leavitt Leavitts
Diamond is based on the idea that it is rare for any change to occur in isolation Leavitt sees
technology tasks people and the organizational structure in which they function as four
interdependent variables visualized as the four points of a diamond Change at any one point
of the diamond will impact some or all of the others Thus a changed task will necessarily
affect the people involved in it the structure in which they work and the technology that
they use Failure to manage these interdependencies at critical times of change can create
problems Managing of equilibrium of four elements was essential to the corporation Please
refer below Figure 2 for LD
Figure 2 - Leavitts Diamond (LD)
Due to staff retirement and outsourcing of AFC maintenance service AFC knowledge will
subsequently be lost According to LD the change in ldquopeoplerdquo (staff retirement) and
ldquobusiness processrdquo (from in-house maintenance to outsourcing) will affect other variables As
the change of organization structure is comparatively hard it is then considered to have
Improving Productivity amp Sustainability Through KMS
Page 9 of 72
ldquotechnologyrdquo change to maintain the equilibrium of LD KM can then be adopted as a tool to
keep the key knowledge of AFC
82 Rapid Change in Business Processes
Companies must try to change their business approaches so as to survive in the rapid
changing environment especially to enter the global markets However Wiig (2004) pointed
out that there are six major challenges of which companies need to do in order to survive in
the rapid changing environment
The increase of knowledge-intensive work leads to the creation and delivery of better
and greater complexity of management and operating practices
Due to globalization the pressure has been arisen This results in the changing of the
nature of business in the competitive environment It is therefore needed to inform
customers and increase dependence on intellectual capital
Different complex practices in management operational and technical approaches are
bought in such as the new generation of knowledge management advancement of
information management and technology as well as explicit people-focused knowledge
management
Technology business conditions regulatory and legal requirements practices and
demands are changing faster than ever expected
Workers are now demanding more involvement in work They are less satisfied with
traditional employment conditions
Traditional training and education are often exceeded the time than allocated
83 Changing in Technology People and Structure
Improving Productivity amp Sustainability Through KMS
Page 10 of 72
Wiig (2004) stated that these challenges can be addressed by the below listed four
management initiatives
Organization has to widely disseminate and provide systematic and comprehensive
knowledge management guided by management
Organization has to promote integrative management practices not only on personal but
also to departments and business unit at all levels so as to achieve the common goals of
collaboration and understanding KM
Organization has to foster and capitalize its intellectual capital and assets operational
and strategic value of human capital and information capital
Organization has to provide competitive products and establish people-focused
management and organization of knowledge-related work
84 Survival in Rapid Changing Environment through Knowledge
Management
Wiig (2004) stated that global economy demands excellence Many companies are trying to
maintain at the top position by innovating faster than their competitors in order to survive
Companies must carefully manage knowledge-intensive work It refers to the high
performing people to deal with the intellectual work In fact work intensity is a function
which includes at least the four factors as shown below
In normal situation the degree of knowledge intensity is determined by the amount of
knowledge needed to deliver competent work
Knowledge intensity is influenced subject to the variety of challenges of which people
handle competently
Improving Productivity amp Sustainability Through KMS
Page 11 of 72
The degree of knowledge will increase in high-value situations where the consequences
of errors are large
The degree of knowledge intensity is parallel to the swiftness of action
85 Definition for Knowledge Management (KM)
According to Robbins and Coulter (2005) Knowledge Management (KM) involves
cultivating a learning culture where organizational members systematically gather and share
knowledge with others within the organization so as to achieve better performance
Management must try to make it easy for staff to communicate and share their knowledge in
order that they can learn from other ways to do their jobs more effectively and efficiently and
eventually improve organizational performance
According to Becerra-Fernandez et al (2004) knowledge is first created in peoplesrsquo minds
A company must identify ways to encourage and stimulate the ability of employees to
develop new knowledge Besides company must enable effective ways to elicit represent
organize re-use and renew this knowledge The people using KM systems are the integral
part of the KM systems Moreover a company needs to use social mechanisms and
technologies to facilitate knowledge workers to discover share and apply their knowledge
KM comprises a range of strategies and practices used in an organization to identify create
represent distribute and enable adoption of insights and experiences Such insights and
Improving Productivity amp Sustainability Through KMS
Page 12 of 72
experiences comprise knowledge either embodied in individuals or embedded in
organizational processes or practice
An established discipline since 1991 (see Nonaka 1991) KM includes courses teaching in the
fields of business administration information systems management and library and
information sciences More recently other fields have started contributing to KM research
these include computer science information and media
KM efforts have a long history to include on-the-job discussions formal apprenticeship
discussion forums corporate libraries professional training and mentoring programs More
recently with the increased use of computers in the second half of the 20th century specific
adaptations of technologies such as knowledge bases expert systems knowledge repositories
group decision support systems intranets and computer supported cooperative work have
been introduced to further enhance such efforts
86 Definition for Knowledge Management Systems (KMS)
In 1999 the term personal knowledge management was introduced which refers to the
management of knowledge at the individual level (Wright 2005) In terms of the enterprise
early collections of case studies recognized the importance of knowledge management
dimensions of strategy process and measurement (Morey Maybury amp Thuraisingham 2002)
Key lessons learned included people and the cultures that influence their behaviors are the
single most critical resource for successful knowledge creation dissemination and
application cognitive social and organizational learning processes are essential to the
success of a knowledge management strategy and measurement benchmarking and
Improving Productivity amp Sustainability Through KMS
Page 13 of 72
incentives are essential to accelerate the learning process and to drive cultural change In
short knowledge management programs can yield impressive benefits to individuals and
organizations if they are purposeful concrete and action-oriented More recently with the
advent of the Web 20 the concept of knowledge management has evolved towards a vision
more based on people participation and emergence
According to Becerra-Fernandez et al (2004) knowledge management mechanisms such as
mentoring retreats etc are organizational or structural means used to promote knowledge
management (KM) The use of leading-edge information technologies (IT) (eg Web-based
conferencing) to support KM mechanisms enables dramatic improvement in KM Knowledge
Management Systems (KMS) is the synergy between latest technologies and socialstructural
mechanisms In summary Knowledge Management System (KMS) refers to the Latest
Technology plus SocialStructural Mechanisms Please refer below table for the relationship
between KM processes mechanisms and corresponding technologies
KM
Processes
KM
Systems
KM Sub-
Processes
Illustrative KM
Mechanisms
Illustrative KM
Technologies
Knowledge
Discovery
Knowledge
Discovery
System
Combination Meetings telephone
conversations and
documents
collaborative creation
of documents
Databases web-based
access to data data
mining repositories of
information Web
portals best practices
and lessons learned
Improving Productivity amp Sustainability Through KMS
Page 14 of 72
KM
Processes
KM
Systems
KM Sub-
Processes
Illustrative KM
Mechanisms
Illustrative KM
Technologies
Socialization Employee rotation
across departments
conferences
brainstorming
retreats cooperative
projects initiation
Video-conferencing
electronic discussion
groups e-mail
Knowledge
Capture
Knowledge
Capture
Systems
Externalization Models prototypes
best practices lessons
learned
Expert systems chat
groups best practices
and lessons learned
databases
Internalization Learning by doing
on-the-job training
learning by
observation and face-
to-face meetings
Computer-based
communication AI-
based knowledge
acquisition computer-
based simulations
Knowledge
Sharing
Knowledge
Sharing
Systems
Socialization See above See above
Exchange Memos manuals
letters presentations
Team collaboration
tools web-based access
to data databases and
repositories of
information best
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Page 15 of 72
KM
Processes
KM
Systems
KM Sub-
Processes
Illustrative KM
Mechanisms
Illustrative KM
Technologies
practices databases
lessons learned systems
and expertise locator
system
Knowledge
Application
Knowledge
Application
Systems
Direction Traditional
hierarchical
relationships in
organizations help
desks and support
centers
Capture and transfer of
expertsrsquo knowledge
troubleshooting systems
and case-based reasoning
systems decision
support systems
Routines Organizational
policies work
practices and
standards
Expert systems
enterprise resource
planning systems
management information
systems
87 Motivation
Referring to Gary amp Alan (2008) motivation is an extent to which persistent effort is
directed toward a goal Effort persistence direction and goal are important elements to
achieve motivation
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Page 16 of 72
According to Becerra ndashFernandez et al 2004 KM is directly linked to what people know
and how what they know can support business and organizational objectives It draws on
human competency intuition ideas and motivations In light of this motivation is one of the
important elements which cannot be ignored during the implementation of KM Motivation
can positively influence and encourage staff to contribute continuously their efforts towards
the successful attainment of KM
With reference to Wikipedia there is a number of claims exist as to the motivations leading
organizations to undertake a KM effort Typical considerations driving a KM effort include
making available increased knowledge content in the development and provision of products
and services as well as achieving shorter new product development cycles and etc
871 Need Theory of Work Motivation
According to Gary amp Alan (2008) the Need Theory specified what kinds of needs people
have and the conditions under which they will be motivated to satisfy these needs in a way
that contributes to better performance Needs are physiological and psychological wants or
desires that individuals can satisfy by acquiring certain incentives or achieving particular
goals It is the behaviour stimulated by this acquisition process that reveals the motivational
character of needs According to Maslowrsquos Hierarchy of Needs motivation can be divided
into intrinsic and extrinsic as shown in Figure 3
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Page 17 of 72
The unsatisfied need category at the lowest-level has the greatest motivating potential The
best motivation depends on the personrsquos position in the need hierarchy According to Maslow
individuals are motivated to satisfy their physiological needs before they reveal an interest in
safety needs Thus safety needs must be satisfied before social needs become motivational
and so on
872 Goal Setting Theory and Management by Objectives
According to Robbins and Coulter (2005) goal setting is a motivational technique that uses
specific challenging and acceptable goals and provides feedback to enhance performance
The two main categories are learning goals and performance goals Learning goals are
process-oriented goals that focus on learning and enhancing the understanding of a task and
the use of task strategies Performance goals are outcome-oriented goals that focus on the
achievement of specific performance outcomes
Physiological
Safety
Belongingness
Self-esteem
Self-actualization
Intrinsic Motivation
Extrinsic Motivation
Figure 3 ndash Maslowrsquos Hierarchy of Needs
Improving Productivity amp Sustainability Through KMS
Page 18 of 72
According to Robbins and Coulter (2005) Management by Objectives (MBO) is an elaborate
goal-setting and evaluation process that organizations typically use for management tasks
Objectives for the organization as a whole are developed by top management and diffused
down and translated into specific behavioural objectives for individual members to achieve
through the process of planning motivating evaluating and reward
873 Job Characteristics Model (JCM)
According to Robbins and Coulter (2005) JCM specified the job characteristics and used to
redesign work to make it more motivated Referring to Figure 4 below it describes how the
first three dimensions ndash skill variety task identity and task significance ndash combine to create
meaningful work From a motivational standpoint JCM suggests that internal rewards are
obtained when an employee learns (knowledge of results through feedback) that he or she
personally (experienced responsibility through autonomy of work) has well performed on a
task that he or she cares about (experienced meaningfulness through skill variety task
identity andor task significance) The more these three conditions characterize a job the
greater the employeersquos motivation
Improving Productivity amp Sustainability Through KMS
Page 19 of 72
Figure 4 ndash Job Characteristic Models (JCM)
9 Scope of Work
The major scope to keep knowledge for AFC is to ensure no negative impact during changes
in business environment My key assignment is to train AFCSDT as AFC expert in the
coming two years KMS will be applied to leverage their knowledge and build a reservoir
for AFC knowledge Meanwhile motivation theory will also be applied to ensure ongoing
operations until the KMS become an organizational culture in the department AFCSDT
would strengthen contractor monitoring supervision and TampC activities to ensure no adverse
impact after outsourcing new projects or stationrailway extensions
91 How do I manage their motivation forces
In December 2009 six technicianssenior technicians were redeployed to my section and
under my supervision With reference to the results of other departments the initial setup of
Improving Productivity amp Sustainability Through KMS
Page 20 of 72
KMS might not be difficult but to keep a momentum to maintain the KMS as departmental
culture would be a real challenge It is because there are several inherent personnel issues as
below
- Employees always think that their special skill and knowledge are eroding
- Employees will think that KMS is an extra task other than normal duties hence they will
be reluctant to involve in it
- Fear of job securityredundancy
- Normal working hours are already occupied by day-to-day duties therefore not much
time can be spared to handle additional KM activities
Because of the captioned reasons motivation techniques must be applied to tempt staff to use
KMS In addition it is essential to keep the momentum forces of KMS and to ensure
sufficient driving forces of motivation within the team until using KMS become departmental
culture According to Maslowrsquos Hierarchy of Needs motivation can be achieved by the
below techniques
Maslowrsquos Hierarchy of
Needs
Propose motivation techniques
Physiological
1 Review salary by staff performance in relation to KMS
2 Clear reward system
Safety
1 Job is secured even though share knowledge with other
2 Training for staff without enough skill
Belongingness 1 Knowledge sharing
Improving Productivity amp Sustainability Through KMS
Page 21 of 72
Maslowrsquos Hierarchy of
Needs
Propose motivation techniques
2 More team activity
Self esteem
1 Social relationship with other
2 After-office-hour activities
3 Promotion opportunity
92 Qualitative Measures
In order to identify existing KM processes qualitative measures will be used Questionnaire
and informal chatting with the technicians and engineers were arranged in January 2010
Please refer Appendix 2 for the questionnaire
93 KM Assessment
Firstly an assessment for contingent factors will be conducted This is to evaluate the effect
of knowledge and task characteristics environmental and organizational characteristics
before selecting appropriate KM processes Secondly methodology will be assessed This is
to identify task-oriented key processes assess the contingency factors prioritize assess the
KM infrastructure and develop additional needed KM systems mechanisms and
technologies applied to AFC The eight steps are required to go through and are summarized
as below The elaboration of each steps are detailed in the following tables
1 Identify task-oriented key processes
2 Assess the contingency factors
Improving Productivity amp Sustainability Through KMS
Page 22 of 72
3 Identify the KM processes based on each contingency factor
4 Prioritize the needed KM processes
5 Identify the existing KM processes
6 Identify the additional needed KM processes
7 Assess the KM infrastructure
8 Develop additional needed KM systems mechanisms and technologies
Improving Productivity amp Sustainability Through KMS
Page 23 of 72
Steps 1 amp 2 ndash Identify task-oriented key processes and assess the contingency factors
Business
Objectives Major Processes Sub-processes
Assess the Contingency Factors
Task Characteristics Knowledge Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environmental
Uncertainty =
High or Low
Task
Uncertainty =
High or Low
Task
Dependence =
High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain key
knowledge for
AFC
Form a special team for
AFC work
Form an AFC
Special Duty Team
(AFCSDT)
Low NA NA NA Large NA NA
Strengthen training and
practice for AFCSDT
Arrange formal
training Low Low Explicit Procedural Large Low cost Low
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Build a knowledge
database for AFC
Establish a
knowledge database Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Ensure no
operations
impact during
outsource of
AFC
maintenance
service
Capture key knowledge
from experience staff
Arrange job
attachment to
experience staff
NA NA Both NA Small Low cost Low
Ensure maintenance
contractor have
competence to maintain
the system
Share knowledge
with collaboration
partners
Low High Tacit Both Small Low cost Low
Strengthen contractor
monitoring and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low
Ensure no
operations
impact during
new project or
new
stationline
opening
Ensure new system to
implement according to
Particular
Specification(PS)
Capture useful
information from PS Low Low Explicit Procedural
Small (conduct
by small team) Low cost Low
Capture useful
information for test
amp commissioning
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Ensure defects are
resolved before putting
the new system into
operations
Resolve all defects
before handover NA NA Both Both
Large (done by
whole Section) Low cost Low
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Page 24 of 72
Steps 3 ndash Identify the KM processes based on each contingency factor
Characteristic LevelType Recommended KM Processes
Organization
Size
Small Knowledge sharing (socialization)
Knowledge application (direction)
Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Large Knowledge sharing (exchange)
Knowledge application (routines)
Knowledge discovery (combination)
Knowledge capture (externalization internalization)
Business Strategy
Low cost Knowledge application (direction routines)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Differentiation Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Environmental
Uncertainty
Low Knowledge sharing (socialization exchange)
Knowledge capture (externalization internalization)
High Knowledge discovery (combination socialization)
Knowledge application (direction routines)
Improving Productivity amp Sustainability Through KMS
Page 25 of 72
Steps 3 ndash Identify the KM processes based on each contingency factor
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain
key
knowledge
for AFC
Form a
special team
for AFC
work
Form an
AFC Special
Duty Team
(AFCSDT)
Low NA NA NA Large NA NA NA
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Low Low Explicit Procedural Large Low cost Low
Knowledge capture
(externalization
internalization)
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Knowledge sharing
(socialization
exchange)
Build a
knowledge
database for
AFC
Establish a
knowledge
database
Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Knowledge capture
(externalization
internalization)
Ensure no
operations
impact
during
outsource
of AFC
maintenanc
e service
Capture key
knowledge
from
experience
staff
Arrange job
attachment to
experience
staff
NA NA Both NA Small Low cost Low
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Ensure
maintenance
contractor
have
Share
knowledge
with
collaboration
Low High Tacit Both Small Low cost Low
Knowledge sharing
(socialization
exchange)
Improving Productivity amp Sustainability Through KMS
Page 26 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
competence
to maintain
the system
partners
Strengthen
contractor
monitoring
and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low NA
Ensure no
operations
impact
during new
project or
new
stationline
opening
Ensure new
system to
implement
according to
Particular
Specification
(PS)
Capture
useful
information
from PS
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Capture
useful
information
for test amp
commissioni
ng
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Ensure
defects are
resolved
before
putting the
new system
into
operations
Resolve all
defects
before
handover
NA NA Both Both Large (done by
whole Section) Low cost Low
Knowledge
application
(direction
routines)
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Page 27 of 72
Steps 4 ndash Prioritize the needed KM processes
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
Maintain
key
knowledg
e for AFC
Form a
special
team for
AFC
work
Form an
AFC
Special
Duty Team
(AFCSDT)
No OK NA NA No NA NA NA 0 1 2 05
Strengthe
n training
and
practice
for
AFCSDT
Arrange
formal
training
No No OK Yes No Yes No
Knowledge
capture
(externalizatio
n
internalization
)
2 1 4 25
Conduct
drill
exercise
No OK OK OK Yes Yes No
Knowledge
application
(direction
routines)
2 3 2 35
Build a
knowledg
e database
for AFC
Establish a
knowledge
database
OK Yes Yes OK Yes Yes No
(1)
Knowledge
capture
(externalizatio
n
internalization
)
(2)
Knowledge
application
(routines)
4 2 3 5
Ensure no
operations
Capture
key
Arrange on-
the-job NA OK Yes OK Yes Yes No
Knowledge
sharing 3 2 1 4
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Page 28 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
impact
during
outsource
of AFC
maintenan
ce service
knowledg
e from
experienc
e staff
training to
experience
staff
(socialization
exchange)
Ensure
maintenan
ce
contractor
are
compete
to
maintain
the
system
Share
knowledge
with
collaboratio
n partners
No Yes Yes OK Yes Yes No
(1)
Knowledge
sharing
(socialization
exchange) (2)
Knowledge
application
(direction
routines)
4 1 1 45
Strengthen
contractor
monitoring
and
supervision
NA NA No Yes No Yes No
Knowledge
application
(routines)
2 0 3 2
Ensure no
operations
impact
during
new
project or
new
stationlin
e opening
Ensure
new
system to
implemen
t
according
to
Particular
Specificat
ion(PS)
Capture
useful
information
from
Particular
Specificatio
n
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
)
3 0 4 3
Capture
useful
information
for test amp
commissioni
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
3 0 4 3
Improving Productivity amp Sustainability Through KMS
Page 29 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
ng )
Ensure
defects
are
resolved
before
putting
the new
system
into
operations
Resolve all
defects
before
handover
the system
NA NA OK Yes No Yes No
Knowledge
application
(direction
routines)
3 1 2 25
Yes = 1 OK = 05 No = 0
Improving Productivity amp Sustainability Through KMS
Page 30 of 72
Steps 5 amp 7 ndash Identify the existing KM processes and assess the KM infrastructure
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
5
Build a
knowledge
database for
AFC
Establish a
knowledge
database
(1) Knowledge
capture
(externalization
internalization)
(2) Knowledge
application
(routines)
Centralize
technical
library
Intranet to
keep Work
Instruction
(WI)
procedure and
drawings
Top
management
support
Relies
mainly on
paper-based
central
library and
intranet
Intranet
calendaring
Web-based
discussion
group Staff are
willing to
share
informati
on and
knowledg
e
PC
training
room and
on-site
equipmen
t
Yes but
low
efficiency
No as
system
complexity
became
higher the
effectiveeff
iciency was
dropped due
to poor
organizing
of
information
and
knowledge
45
Ensure
maintenance
contractor
have
competence
to maintain
the system
Share
knowledge
with
collaboration
partners
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Arrange
formal
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Relied on
Email and
SharePoint
PC based
Internet and
SharePoint
Yes
Yes but
needs to
ensure new
staff(due to
turnover)
are also
competence
4
Capture key
knowledge
from
Arrange on-
the-job
training to
Knowledge
sharing
(socialization
Learning by
observation
and practice
Email and
word
processing
Mentorship
PC based
Intranet
Email and
Yes but
low
efficiency
No because
mentorship
scheme
Improving Productivity amp Sustainability Through KMS
Page 31 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
experience
staff
experience
staff
exchange) documents Microsoft
Office
applications
could only
arrange one
or two staff
for job-
attachment
35
Strengthen
training and
practice for
AFCSDT
Conduct drill
exercise
Knowledge
application
(direction
routines)
Learning by
practice
Relied on
Microsoft
Office
applications
Yes
Yes but
there is no
plan to
conduct the
drill and the
report did
not organize
in proper
manner
3
Ensure new
system to
implement
according to
Particular
Specificatio
n
Capture useful
information
from PS Knowledge
capture
(externalization
internalization)
Face-to-face
project
meetings
Project
submissions
by Email
Incentives link
to
performance
appraisal
Relied on
Email and
Sharepoint
PC based
Internet and
Sharepoint
Contracto
r are
willing to
share
informati
on with
client
PC
meeting
rooms and
site
environm
ent
Yes Yes Capture useful
information
for test amp
commissionin
g
25
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Knowledge
capture
(externalization
internalization)
Classroom
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Top
management
encouragemen
t
Part of staff
developmen
t
programme
PC based
Intranet
Email and
Microsoft
Office
applications
Staff are
willing to
learn
PC
meeting
rooms and
site
environm
ent
Yes
Yes but the
training
material did
not organize
in proper
manner
Ensure Resolve all Knowledge Face-to-face Email and Incentives link Part of pre- Maintain Yes Yes
Improving Productivity amp Sustainability Through KMS
Page 32 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
defects are
resolved
before
putting the
new system
into
operations
defects before
handover the
system
application
(direction
routines)
project
meetings
word
processing
documents
to
performance
appraisal
commissioni
ng activities
higher
performan
ce
standard
2
Ensure
maintenance
contractor
have
competence
to maintain
the system
Strengthen
contractor
monitoring
and
supervision
Knowledge
application
(routines)
Face-to-face
performance
review
meetings
Part of post-
commissioni
ng activities
Yes Yes
Improving Productivity amp Sustainability Through KMS
Page 33 of 72
Steps 8 ndash Develop additional needed KM systems mechanisms and technologies
Priority Major Processes Sub-processes Recommended KM Processes Develop Additional Needed KM Systems
Mechanisms Technologies
5 Build a knowledge
database for AFC
Establish a knowledge
database
(1) Knowledge capture
(externalization internalization)
(2) Knowledge application
(routines)
Convert AFC knowledge into explicit
forms
(1) Apply SharePoint to build a
document-management platform for
AFC SharePoint needs to be
customized the architecture for AFC
As such it becomes an access shared
workspaces information stores and
documents
(2) Apply MTR Creator (Web-based
discussion groups) to share
knowledge for AFC
45
Ensure maintenance
contractor have
competence to
maintain the system
Share knowledge with
collaboration partners
(1) Knowledge sharing
(socialization exchange)
(2) Knowledge application
(direction routines)
(1) Utilize of knowledge stored in
SharePoint
(2) Assess the competence level of
maintenance contractor periodically
4
Capture key
knowledge from
experience staff
Arrange on-the-job
training to experience
staff
Knowledge sharing (socialization
exchange)
(1) Capture and transfer of expertsrsquo
knowledge into procedures in
centralize electronic document system
(2) Conduct case study to strengthen
internalization process
35 Strengthen training
and practice for
AFCSDT
Conduct drill exercise Knowledge application (direction
routines)
To share drill report procedures best
practices and lessons learned for AFC
25 Arrange formal training Knowledge capture
(externalization internalization) To share training material for AFC
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94 Analysis and Recommendation
Base on the above Item 93 of KM assessment below are the analysis and recommendation
941 Analysis
- MTR is a large transportation company that pursued a low-cost business strategy to operate
its systems in a safe and reliable manner
- MTR faces low levels of uncertainty because of monopoly AFC tasks are highly dependent
because individual machines are co-related
- MTR relies mainly on explicit procedure knowledge However several projects and railway
extensions make frequent changes in the system As such MTR becomes more rely on the
tacit knowledge possessed by its employees
- MTR had pursued technologies (eg SharePoint and Web-based discussion groups) to
support knowledge management The company had set-up the platform but there was no
expertise to customize particular application Staff had just used these softwares as rituals
rather than knowledge capturing or sharing platform
942 Recommendations
- To enhance people-to-document through more on-the-job training and develop an electronic
document system that codifies stores disseminates and allows reuse of knowledge for AFC
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- MTR had successfully applied the SharePoint in projects and railway extensions as pilot
Because of the reuse economics MTR shall further extend the application of SharePoint in
Operations Department and arrange expertise to customize the application for AFC
- Establishment and use of communities of AFC to support socialisation capture and reuse of
knowledge To enhance socialisation through more job attachments meetings and group
projects
- To enhance internalisation through more training case studies and presentations
- To motivate staff to setup amp maintain KMS for ongoing operations
bull Physiological need
ndash Review salary by staff performance
ndash Clear reward system
bull Safety need
ndash Job is secured even though share knowledge with others
ndash Training for staff without enough skill
bull Belongingness need
ndash Knowledge sharing (eg Share knowledge in SharePoint)
ndash More team activity (eg Work Improvement Team for AFC)
bull Self esteem need
ndash Social relationship with other
ndash After-office-hour activities
ndash Promotion opportunity
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10 Implementation Strategies and Plan
Below are the implementation strategies and plans
101 Use Information Technologies and Existing Resources
Based on Item 94 of KM analysis and recommendation below are the implementation details and
strategies Information technologies will be used as practical tools for activities mainly performed
and directed by humans to achieve real knowledge-based organizations Further it is inclined to use
existing resources and infrastructure due to time and budget constraints
102 Web-based Technologies
Among information technologies the web-based collaborative tools such as Wiki are very
successful and made it possible for corporate employees to continuously contribute and access
information to and from the central repository Virtual world further increased collaborative
opportunities in the process of knowledge sharing In virtual world a team can work synchronously
The new generations of virtual world tools allow the team not only meet and exchange ideas verbally
but also document them by creating processes procedures and diagrams of concepts that are
explicitly formed one part of the base of organizational knowledge
103 Codification Approach
One strategy to KM involves active management of knowledge (push strategy) In such an instance
individuals strive to explicitly encode their knowledge into a shared knowledge repository such as a
database as well as retrieving knowledge they need which other individuals have provided to the
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repository This is also commonly known as codification approach to KM In the below section
SharePoint will be used to implement a shared knowledge repository
104 Personalization Approach
Another strategy to KM involves individuals who make requests for knowledge from experts
associated with a particular subject on an ad hoc basis (pull strategy) In such an instance experts
can provide their insights to the particular person or people who need this information This is also
commonly known as the personalization approach to KM In the below section MTR Creators will
be used to implement an E-Discussion Forum Within MTR Creators Subject Matter Advisor (SMA)
will act as an expert to provide feedback to particular questioner
105 KM Mechanisms
Knowledge can be accessed at three stages of ldquobeforerdquo ldquoduringrdquo and ldquoafter KM-related activities
Different organizations have tried various knowledge capture incentives including making content
submission mandatory and incorporating rewards into performance measurement plans as motivation
Whenever staff found that KMS is useful for them or once the habit of contributing sharing and
accessing knowledge is instilled incentivesmotivation are no longer required In the below section
rewards scheme will be incorporated into Annual Performance Appraisal to evaluate the contribution
of KM
106 Knowledge Management Software
Knowledge Management Software is a subset of enterprise content management software which
contains a range of software that specializes in the way information is collected stored andor
accessed The knowledge management is based on a range of practices used by an individual a
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business and a large corporation to identify create represent and redistribute information for a
range of purposes Software that enables an information practice or range of practices at any part of
the processes of information management can be deemed as information management software A
subset of information management software emphasizes an approach to build knowledge out of
information that is managed or contained which is often called knowledge management software
107 Selection of Knowledge Management Software
In 2008 and 2009 MTR had spent a lot of resources and make huge investments in the latest
technologies (eg SharePoint 2007) systems (MTR Creators) and infrastructures to support
knowledge management Furthermore these knowledge management software tools have the
advantages of using organizationrsquos existing information technology infrastructure with supporting by
senior management Additionally there was no funding for the implementation of this project
Hence existing resources will be made good use of building the application for AFC instead of
sourcing alternative software
1071 SWOT Analysis
In the following table a SWOT analysis is conducted SharePoint (existing resources) and PC Base
Expert System are selected for comparison The aim is to select the right technology to build the
web-base knowledge repositories
SharePoint PC Base Expert System
Strength
(1) Because of existing resources
(introduced in end 2008) it is not required
(1) Can develop as artificial
intelligence by means of Case-
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Page 39 of 72
to raise funding
(2) Minimum user training
(3) Just need to do the setup customization
and administrative work
(4) Web-base document library can also
fulfill business objectives
(5) Relative easy to do the setup
customization amp administration
based or rule-Based reasoning
systems
(2) Can develop as web-base
library
(3) Fulfill business objectives
Weakness
Expertise to do setup customization amp
administration
(1) Need to raise additional cost
Relative longer development time
(2) Need expertise to develop
Opportunities
(1) Relative easy to get short win
(2) Management support in prior
More applications by means of
Case-based or rule-based
reasoning systems
Threat
Limited applications Higher cost but other technologies
may fulfill the same objectives
In the following table SWOT analysis is conducted MTR Creators (existing resources) and Yahoo
Knowledge are selected for comparison The aim is to select the right collaborative technology
(groupware etc) to build an E-discussion forum
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Page 40 of 72
MTR Creators Yahoo Knowledge
Strength
(1) Because of existing resources
(introduced in end 2009) it is not required
to raise funding
(2) Minimum user training
(3) Just need to do the setup
customization and administrative work
(4) The web-base discussion forum can
fulfill business objectives
(1) Able to fulfill business
objectives
(2) Attractive MMI
(3) With scoring system to
encourage people to participate
(4) High degree of information
(5) Open to public
(6) No need to do setup
Weakness
(1) Limited to internal expertise
(2) Need to do the setup customization amp
administration work
Insufficient knowledge for specific
systems
Opportunities Management support in prior No cost is required
Threat
Have redundancy by means of Email or
other technologies
The answer has no guarantee
After analyzed SharePoint is selected to build web-base knowledge repositories because of no cost
and short implementation time while MTR Creators is selected to build an E-discussion forum with
the same reason More important both technologies are able to fulfill business objectives
108 Implementation Approaches
Both SharePoint and MTR Creators were not widely adopted at the beginning (mid of 2009) This
was because no expertise was willing to do the customization setup and administration work for the
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Page 41 of 72
particular applications within the department In light of this these resources will be made good use
of and tried to maximize the utilization of these technologies and existing infrastructure In the
below sections setup customization and administrative works for SharePoint and MTR Creators
will be conducted The purpose is to build an E-document library and E-discussion forum to in line
with KM mechanisms
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Page 42 of 72
109 Implementation Plan
Below is the project timeline In Jan 2010 all the setup and customization works for AFC had been completed In Feb 2010
application for these technologies together with other KM mechanisms had been started AFC SDT and other AFC team with a total
of about 22 staff were selected to apply the KMS for AFC In Jan 2010 a questionnaire had been sent to them to collect their needs
for AFC and their views for KMS In Jun 2010 another questionnaire had been sent to them to collect their comments after applying
the KMS for five months
November January February March April May
1 Review business context
2 Problem statement
3 Define project objective amp scope
4 Literature review
5 Data collection amp assessment
6 Implementation
7 Performance evaluation amp control
8 Submit project report
Tasks2009 2010
DescriptionJuneDecember
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1010 SharePoint
Microsoft SharePoint also known as Microsoft SharePoint Products and Technologies is a content
management system with integrated search functionality developed by Microsoft that allows users to
work in a web-based collaborative environment Microsoft provides certain built-in functionality and
third party developers can also develop custom modifications to extend functionalities
SharePoint is a collection of products and software elements that includes among a growing selection
of components web browser based collaboration functions process management modules search
modules and a document-management platform SharePoint can be used to host web sites that access
shared workspaces information stores and documents as well as host defined applications such as
wikis and blogs All users can manipulate proprietary controls called web parts or interact with
pieces of content such as lists and document libraries
10101 Background of Corporate Document Management System at MTR
In year 2008 MTR selected Microsoft SharePoint 2007 as the future document management platform
This platform became part of the infrastructure of Document Management System (DMS) for all
departments and supported the on-going document management needs of MTR Corporation
In mid 2008 the DMS platform was established by IT department in MTR The application setup and
administration work was relied on individual department In end 2008 these two pilot trials were
rolled out with satisfactory result which interested other departments to migrate their legacy system
into e-library Basically the application setup and ownership were released to individual department
The DMS consists of Document Libraries owned by various departments and working groups Please
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Page 44 of 72
refer below Figure 5 for Enterprise Information Portal After clicking the DMS in Figure 5 the site
hierarchy tree of Document Libraries folders were expanded as illustrated in Figure 6
Figure 5 Figure 6
Referring to Figure 6 the Site Hierarchy Tree shows the document libraries that are available
in corresponding departmentrsquos folder The Document Libraries is a place on a site where user can
create share and update files It contains custom properties that stores metadata of files in the libraries
and also provides fine-grained security for granting access to those files The Document Libraries are
owned by various departments and working groups in the Operations Division Respective owner
possesses the autonomy to control who can access and to what extent under the Document Libraries
Due to various issues (for example some departments are not familiar with Information System setup
and not willing to take up the duties and responsibilities of being an administrator etc) the application
of SharePoint was not widely adopted in Operations Division
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10102 Use SharePoint as E-Document Library for AFC
Before 2009 SharePoint had never been applied to AFC knowledge management activities In Jan
2010 the initial set up share folder creation and the knowledge sharing activities for AFC among all
my staff had been conducted I acted as an Administrator role to govern knowledge management
activities in SharePoint Basically Administrators needed to manage the access permission and folder
structure of individual document libraries Meanwhile other working teams were encouraged to share
their knowledge and useful documents in SharePoint Before starting these activities in SharePoint the
following setup was required to arrange
10103 Created the folder structure
In the below Figure 7 the folder structure of a document library at Site Hierarchy called AFC SDT
was created AFC staff could add files to the library and other people can make changes to them
Those changes would be stored in the library at server not at their own computers And other people
could easily access the files by using a Web browser provided that they have been granted the
permissions to do so
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Figure 7 Figure 8
10104 Define Content Types
In the above Figure 8 the content type was defined which is suitable for AFC application A content
type is used to define the attributes of a document Each content type can store different attributes in
the document library and also can associate with different document library For example all
deliverable documents in a project file may require a set of attributes such as project code and project
owner By creating a project content type the required information such as project code must be
assured and the project owner will be associated with all variants of user deliverable documents for
AFC
10105 File Permission Settings
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In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
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Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
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Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
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Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
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Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
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- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
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PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
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10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
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11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
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- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
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Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 6
Improving Productivity amp Sustainability Through KMS
Page 4 of 72
URL Urban Line
WIL West Island Line
WI Work Instructions
3 Company Background
Currently MTR has 12 lines 82 stations and 62 light rail stations after the merger with ex-
KCRC in December 2007 It currently carries 35 million passengers each weekday MTR
has continued to expand its network locally and cross boundary to mainland China The WIL
will be put into service in year 2012
I am working in ATampD Technical Support Section to provide technical support for front line
maintenance staff and also need to manage asset management activities for all CampC systems
such as Telecom MCS and AFC etc In addition I need to conduct TampC work for new
station and railway extension
4 Business Context
Management pursued outsourcing of routine and IT work to cut cost and to keep minimum
in-house staff In consideration of staff turnover loss of key knowledge of service critical
system (eg AFC Signaling etc) will occur Hence pursuing KMS was usually followed or
before outsourcing This is to ensure the key knowledge can properly be maintained for
sustaining the core business and future development
Improving Productivity amp Sustainability Through KMS
Page 5 of 72
5 Problem Statement
Outsourcing could generate several millions of cost saving but concurrently generate surplus
of staff who might need to be redeployed or laid off The most crucial problem was the loss
of key knowledge to sustain the core business Secondly the switching cost is high and very
difficult to change back to in-sourcing since the market size is small and not easy to find
sufficient expertise to support and maintain the system Thirdly the company will totally
rely on contractor and is very difficult to request for higher service standard or flexible scope
of works unless to pay more money to contractor or to revise the scope of work In the long
run the existing contractor already dominates the market and keeps the key knowledge as
their proprietary asset The company will be hard to invite other contractors to beat the new
maintenance contract As a result monopoly will be occurred The company may enjoy
lower cost at the beginning but suffer from higher cost in the long-term
6 Project Objective
Outsourcing AFC maintenance work could save several millions of money but it would lose
key knowledge of AFC In light of this six technicians would be gradually redeployed from
Jan 2010 to Mar 2010 to form a special team (AFCSDT) who is under my supervision and
will be trained as AFC experts Meanwhile KMS to leverage their knowledge will be
applied to build a knowledge reservoir of AFC system AFCSDT would strengthen
contractor monitoring supervision and TampC activities for new projects My objective is to
maintain the key knowledge of AFC and ensure no operation impact after outsourcing new
projects and stationrailway extensions The ultimate goal is to improve productivity and
sustainability
Improving Productivity amp Sustainability Through KMS
Page 6 of 72
According to Robbins and Coulter Knowledge Management (KM) involves cultivating a
learning culture where organizational members gather knowledge systematically and share it
with others within the organization so as to achieve better performance I will try to make it
easy for AFCSDT staff to communicate and share their knowledge in order that they can
learn other ways to do their jobs more effectively and efficiently and eventually improve
AFC performance as well as organizational performance
Refer to Becerra-Fernandez et al (2004) employees sharing knowledge with one another
the turnover rates were reduced thereby positively affecting revenue and profit The
development of AFC KMS will provide AFCSDT with solutions to problems they face in
case those problems have been encountered earlier and effectively addressed Ultimately
AFCSDT can be trained as AFC experts and thus AFC knowledge can be on-going stored
shared and maintained in AFC KMS
Improving Productivity amp Sustainability Through KMS
Page 7 of 72
7 Process Management
The project objective is defined and linked to business objectives The next step is to conduct
literature review and KM assessment before implementation In Figure 1 it shows the
processes and workflows of this project The below sections will go through all necessary
processes
8 Literature Review
81 Business Definition for Leavitts Diamond (LD)
Analysis Assessment amp Apply
Business Objective
KM Assessment
PROBLEM STATEMENT Project Objective
STRATEGY Formulation of a PLAN
CHANGE Mechanisms amp Technologies
IMPLEMENTATION
PERFORMANCE Evaluation amp Control
Literature Review
Figure 1 - Project Workflow
ENVIRONMENT ORGANIZATION
Motivation Maintain the system until mature
Improving Productivity amp Sustainability Through KMS
Page 8 of 72
LD is a model for analyzing management change developed by Harold J Leavitt Leavitts
Diamond is based on the idea that it is rare for any change to occur in isolation Leavitt sees
technology tasks people and the organizational structure in which they function as four
interdependent variables visualized as the four points of a diamond Change at any one point
of the diamond will impact some or all of the others Thus a changed task will necessarily
affect the people involved in it the structure in which they work and the technology that
they use Failure to manage these interdependencies at critical times of change can create
problems Managing of equilibrium of four elements was essential to the corporation Please
refer below Figure 2 for LD
Figure 2 - Leavitts Diamond (LD)
Due to staff retirement and outsourcing of AFC maintenance service AFC knowledge will
subsequently be lost According to LD the change in ldquopeoplerdquo (staff retirement) and
ldquobusiness processrdquo (from in-house maintenance to outsourcing) will affect other variables As
the change of organization structure is comparatively hard it is then considered to have
Improving Productivity amp Sustainability Through KMS
Page 9 of 72
ldquotechnologyrdquo change to maintain the equilibrium of LD KM can then be adopted as a tool to
keep the key knowledge of AFC
82 Rapid Change in Business Processes
Companies must try to change their business approaches so as to survive in the rapid
changing environment especially to enter the global markets However Wiig (2004) pointed
out that there are six major challenges of which companies need to do in order to survive in
the rapid changing environment
The increase of knowledge-intensive work leads to the creation and delivery of better
and greater complexity of management and operating practices
Due to globalization the pressure has been arisen This results in the changing of the
nature of business in the competitive environment It is therefore needed to inform
customers and increase dependence on intellectual capital
Different complex practices in management operational and technical approaches are
bought in such as the new generation of knowledge management advancement of
information management and technology as well as explicit people-focused knowledge
management
Technology business conditions regulatory and legal requirements practices and
demands are changing faster than ever expected
Workers are now demanding more involvement in work They are less satisfied with
traditional employment conditions
Traditional training and education are often exceeded the time than allocated
83 Changing in Technology People and Structure
Improving Productivity amp Sustainability Through KMS
Page 10 of 72
Wiig (2004) stated that these challenges can be addressed by the below listed four
management initiatives
Organization has to widely disseminate and provide systematic and comprehensive
knowledge management guided by management
Organization has to promote integrative management practices not only on personal but
also to departments and business unit at all levels so as to achieve the common goals of
collaboration and understanding KM
Organization has to foster and capitalize its intellectual capital and assets operational
and strategic value of human capital and information capital
Organization has to provide competitive products and establish people-focused
management and organization of knowledge-related work
84 Survival in Rapid Changing Environment through Knowledge
Management
Wiig (2004) stated that global economy demands excellence Many companies are trying to
maintain at the top position by innovating faster than their competitors in order to survive
Companies must carefully manage knowledge-intensive work It refers to the high
performing people to deal with the intellectual work In fact work intensity is a function
which includes at least the four factors as shown below
In normal situation the degree of knowledge intensity is determined by the amount of
knowledge needed to deliver competent work
Knowledge intensity is influenced subject to the variety of challenges of which people
handle competently
Improving Productivity amp Sustainability Through KMS
Page 11 of 72
The degree of knowledge will increase in high-value situations where the consequences
of errors are large
The degree of knowledge intensity is parallel to the swiftness of action
85 Definition for Knowledge Management (KM)
According to Robbins and Coulter (2005) Knowledge Management (KM) involves
cultivating a learning culture where organizational members systematically gather and share
knowledge with others within the organization so as to achieve better performance
Management must try to make it easy for staff to communicate and share their knowledge in
order that they can learn from other ways to do their jobs more effectively and efficiently and
eventually improve organizational performance
According to Becerra-Fernandez et al (2004) knowledge is first created in peoplesrsquo minds
A company must identify ways to encourage and stimulate the ability of employees to
develop new knowledge Besides company must enable effective ways to elicit represent
organize re-use and renew this knowledge The people using KM systems are the integral
part of the KM systems Moreover a company needs to use social mechanisms and
technologies to facilitate knowledge workers to discover share and apply their knowledge
KM comprises a range of strategies and practices used in an organization to identify create
represent distribute and enable adoption of insights and experiences Such insights and
Improving Productivity amp Sustainability Through KMS
Page 12 of 72
experiences comprise knowledge either embodied in individuals or embedded in
organizational processes or practice
An established discipline since 1991 (see Nonaka 1991) KM includes courses teaching in the
fields of business administration information systems management and library and
information sciences More recently other fields have started contributing to KM research
these include computer science information and media
KM efforts have a long history to include on-the-job discussions formal apprenticeship
discussion forums corporate libraries professional training and mentoring programs More
recently with the increased use of computers in the second half of the 20th century specific
adaptations of technologies such as knowledge bases expert systems knowledge repositories
group decision support systems intranets and computer supported cooperative work have
been introduced to further enhance such efforts
86 Definition for Knowledge Management Systems (KMS)
In 1999 the term personal knowledge management was introduced which refers to the
management of knowledge at the individual level (Wright 2005) In terms of the enterprise
early collections of case studies recognized the importance of knowledge management
dimensions of strategy process and measurement (Morey Maybury amp Thuraisingham 2002)
Key lessons learned included people and the cultures that influence their behaviors are the
single most critical resource for successful knowledge creation dissemination and
application cognitive social and organizational learning processes are essential to the
success of a knowledge management strategy and measurement benchmarking and
Improving Productivity amp Sustainability Through KMS
Page 13 of 72
incentives are essential to accelerate the learning process and to drive cultural change In
short knowledge management programs can yield impressive benefits to individuals and
organizations if they are purposeful concrete and action-oriented More recently with the
advent of the Web 20 the concept of knowledge management has evolved towards a vision
more based on people participation and emergence
According to Becerra-Fernandez et al (2004) knowledge management mechanisms such as
mentoring retreats etc are organizational or structural means used to promote knowledge
management (KM) The use of leading-edge information technologies (IT) (eg Web-based
conferencing) to support KM mechanisms enables dramatic improvement in KM Knowledge
Management Systems (KMS) is the synergy between latest technologies and socialstructural
mechanisms In summary Knowledge Management System (KMS) refers to the Latest
Technology plus SocialStructural Mechanisms Please refer below table for the relationship
between KM processes mechanisms and corresponding technologies
KM
Processes
KM
Systems
KM Sub-
Processes
Illustrative KM
Mechanisms
Illustrative KM
Technologies
Knowledge
Discovery
Knowledge
Discovery
System
Combination Meetings telephone
conversations and
documents
collaborative creation
of documents
Databases web-based
access to data data
mining repositories of
information Web
portals best practices
and lessons learned
Improving Productivity amp Sustainability Through KMS
Page 14 of 72
KM
Processes
KM
Systems
KM Sub-
Processes
Illustrative KM
Mechanisms
Illustrative KM
Technologies
Socialization Employee rotation
across departments
conferences
brainstorming
retreats cooperative
projects initiation
Video-conferencing
electronic discussion
groups e-mail
Knowledge
Capture
Knowledge
Capture
Systems
Externalization Models prototypes
best practices lessons
learned
Expert systems chat
groups best practices
and lessons learned
databases
Internalization Learning by doing
on-the-job training
learning by
observation and face-
to-face meetings
Computer-based
communication AI-
based knowledge
acquisition computer-
based simulations
Knowledge
Sharing
Knowledge
Sharing
Systems
Socialization See above See above
Exchange Memos manuals
letters presentations
Team collaboration
tools web-based access
to data databases and
repositories of
information best
Improving Productivity amp Sustainability Through KMS
Page 15 of 72
KM
Processes
KM
Systems
KM Sub-
Processes
Illustrative KM
Mechanisms
Illustrative KM
Technologies
practices databases
lessons learned systems
and expertise locator
system
Knowledge
Application
Knowledge
Application
Systems
Direction Traditional
hierarchical
relationships in
organizations help
desks and support
centers
Capture and transfer of
expertsrsquo knowledge
troubleshooting systems
and case-based reasoning
systems decision
support systems
Routines Organizational
policies work
practices and
standards
Expert systems
enterprise resource
planning systems
management information
systems
87 Motivation
Referring to Gary amp Alan (2008) motivation is an extent to which persistent effort is
directed toward a goal Effort persistence direction and goal are important elements to
achieve motivation
Improving Productivity amp Sustainability Through KMS
Page 16 of 72
According to Becerra ndashFernandez et al 2004 KM is directly linked to what people know
and how what they know can support business and organizational objectives It draws on
human competency intuition ideas and motivations In light of this motivation is one of the
important elements which cannot be ignored during the implementation of KM Motivation
can positively influence and encourage staff to contribute continuously their efforts towards
the successful attainment of KM
With reference to Wikipedia there is a number of claims exist as to the motivations leading
organizations to undertake a KM effort Typical considerations driving a KM effort include
making available increased knowledge content in the development and provision of products
and services as well as achieving shorter new product development cycles and etc
871 Need Theory of Work Motivation
According to Gary amp Alan (2008) the Need Theory specified what kinds of needs people
have and the conditions under which they will be motivated to satisfy these needs in a way
that contributes to better performance Needs are physiological and psychological wants or
desires that individuals can satisfy by acquiring certain incentives or achieving particular
goals It is the behaviour stimulated by this acquisition process that reveals the motivational
character of needs According to Maslowrsquos Hierarchy of Needs motivation can be divided
into intrinsic and extrinsic as shown in Figure 3
Improving Productivity amp Sustainability Through KMS
Page 17 of 72
The unsatisfied need category at the lowest-level has the greatest motivating potential The
best motivation depends on the personrsquos position in the need hierarchy According to Maslow
individuals are motivated to satisfy their physiological needs before they reveal an interest in
safety needs Thus safety needs must be satisfied before social needs become motivational
and so on
872 Goal Setting Theory and Management by Objectives
According to Robbins and Coulter (2005) goal setting is a motivational technique that uses
specific challenging and acceptable goals and provides feedback to enhance performance
The two main categories are learning goals and performance goals Learning goals are
process-oriented goals that focus on learning and enhancing the understanding of a task and
the use of task strategies Performance goals are outcome-oriented goals that focus on the
achievement of specific performance outcomes
Physiological
Safety
Belongingness
Self-esteem
Self-actualization
Intrinsic Motivation
Extrinsic Motivation
Figure 3 ndash Maslowrsquos Hierarchy of Needs
Improving Productivity amp Sustainability Through KMS
Page 18 of 72
According to Robbins and Coulter (2005) Management by Objectives (MBO) is an elaborate
goal-setting and evaluation process that organizations typically use for management tasks
Objectives for the organization as a whole are developed by top management and diffused
down and translated into specific behavioural objectives for individual members to achieve
through the process of planning motivating evaluating and reward
873 Job Characteristics Model (JCM)
According to Robbins and Coulter (2005) JCM specified the job characteristics and used to
redesign work to make it more motivated Referring to Figure 4 below it describes how the
first three dimensions ndash skill variety task identity and task significance ndash combine to create
meaningful work From a motivational standpoint JCM suggests that internal rewards are
obtained when an employee learns (knowledge of results through feedback) that he or she
personally (experienced responsibility through autonomy of work) has well performed on a
task that he or she cares about (experienced meaningfulness through skill variety task
identity andor task significance) The more these three conditions characterize a job the
greater the employeersquos motivation
Improving Productivity amp Sustainability Through KMS
Page 19 of 72
Figure 4 ndash Job Characteristic Models (JCM)
9 Scope of Work
The major scope to keep knowledge for AFC is to ensure no negative impact during changes
in business environment My key assignment is to train AFCSDT as AFC expert in the
coming two years KMS will be applied to leverage their knowledge and build a reservoir
for AFC knowledge Meanwhile motivation theory will also be applied to ensure ongoing
operations until the KMS become an organizational culture in the department AFCSDT
would strengthen contractor monitoring supervision and TampC activities to ensure no adverse
impact after outsourcing new projects or stationrailway extensions
91 How do I manage their motivation forces
In December 2009 six technicianssenior technicians were redeployed to my section and
under my supervision With reference to the results of other departments the initial setup of
Improving Productivity amp Sustainability Through KMS
Page 20 of 72
KMS might not be difficult but to keep a momentum to maintain the KMS as departmental
culture would be a real challenge It is because there are several inherent personnel issues as
below
- Employees always think that their special skill and knowledge are eroding
- Employees will think that KMS is an extra task other than normal duties hence they will
be reluctant to involve in it
- Fear of job securityredundancy
- Normal working hours are already occupied by day-to-day duties therefore not much
time can be spared to handle additional KM activities
Because of the captioned reasons motivation techniques must be applied to tempt staff to use
KMS In addition it is essential to keep the momentum forces of KMS and to ensure
sufficient driving forces of motivation within the team until using KMS become departmental
culture According to Maslowrsquos Hierarchy of Needs motivation can be achieved by the
below techniques
Maslowrsquos Hierarchy of
Needs
Propose motivation techniques
Physiological
1 Review salary by staff performance in relation to KMS
2 Clear reward system
Safety
1 Job is secured even though share knowledge with other
2 Training for staff without enough skill
Belongingness 1 Knowledge sharing
Improving Productivity amp Sustainability Through KMS
Page 21 of 72
Maslowrsquos Hierarchy of
Needs
Propose motivation techniques
2 More team activity
Self esteem
1 Social relationship with other
2 After-office-hour activities
3 Promotion opportunity
92 Qualitative Measures
In order to identify existing KM processes qualitative measures will be used Questionnaire
and informal chatting with the technicians and engineers were arranged in January 2010
Please refer Appendix 2 for the questionnaire
93 KM Assessment
Firstly an assessment for contingent factors will be conducted This is to evaluate the effect
of knowledge and task characteristics environmental and organizational characteristics
before selecting appropriate KM processes Secondly methodology will be assessed This is
to identify task-oriented key processes assess the contingency factors prioritize assess the
KM infrastructure and develop additional needed KM systems mechanisms and
technologies applied to AFC The eight steps are required to go through and are summarized
as below The elaboration of each steps are detailed in the following tables
1 Identify task-oriented key processes
2 Assess the contingency factors
Improving Productivity amp Sustainability Through KMS
Page 22 of 72
3 Identify the KM processes based on each contingency factor
4 Prioritize the needed KM processes
5 Identify the existing KM processes
6 Identify the additional needed KM processes
7 Assess the KM infrastructure
8 Develop additional needed KM systems mechanisms and technologies
Improving Productivity amp Sustainability Through KMS
Page 23 of 72
Steps 1 amp 2 ndash Identify task-oriented key processes and assess the contingency factors
Business
Objectives Major Processes Sub-processes
Assess the Contingency Factors
Task Characteristics Knowledge Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environmental
Uncertainty =
High or Low
Task
Uncertainty =
High or Low
Task
Dependence =
High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain key
knowledge for
AFC
Form a special team for
AFC work
Form an AFC
Special Duty Team
(AFCSDT)
Low NA NA NA Large NA NA
Strengthen training and
practice for AFCSDT
Arrange formal
training Low Low Explicit Procedural Large Low cost Low
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Build a knowledge
database for AFC
Establish a
knowledge database Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Ensure no
operations
impact during
outsource of
AFC
maintenance
service
Capture key knowledge
from experience staff
Arrange job
attachment to
experience staff
NA NA Both NA Small Low cost Low
Ensure maintenance
contractor have
competence to maintain
the system
Share knowledge
with collaboration
partners
Low High Tacit Both Small Low cost Low
Strengthen contractor
monitoring and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low
Ensure no
operations
impact during
new project or
new
stationline
opening
Ensure new system to
implement according to
Particular
Specification(PS)
Capture useful
information from PS Low Low Explicit Procedural
Small (conduct
by small team) Low cost Low
Capture useful
information for test
amp commissioning
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Ensure defects are
resolved before putting
the new system into
operations
Resolve all defects
before handover NA NA Both Both
Large (done by
whole Section) Low cost Low
Improving Productivity amp Sustainability Through KMS
Page 24 of 72
Steps 3 ndash Identify the KM processes based on each contingency factor
Characteristic LevelType Recommended KM Processes
Organization
Size
Small Knowledge sharing (socialization)
Knowledge application (direction)
Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Large Knowledge sharing (exchange)
Knowledge application (routines)
Knowledge discovery (combination)
Knowledge capture (externalization internalization)
Business Strategy
Low cost Knowledge application (direction routines)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Differentiation Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Environmental
Uncertainty
Low Knowledge sharing (socialization exchange)
Knowledge capture (externalization internalization)
High Knowledge discovery (combination socialization)
Knowledge application (direction routines)
Improving Productivity amp Sustainability Through KMS
Page 25 of 72
Steps 3 ndash Identify the KM processes based on each contingency factor
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain
key
knowledge
for AFC
Form a
special team
for AFC
work
Form an
AFC Special
Duty Team
(AFCSDT)
Low NA NA NA Large NA NA NA
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Low Low Explicit Procedural Large Low cost Low
Knowledge capture
(externalization
internalization)
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Knowledge sharing
(socialization
exchange)
Build a
knowledge
database for
AFC
Establish a
knowledge
database
Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Knowledge capture
(externalization
internalization)
Ensure no
operations
impact
during
outsource
of AFC
maintenanc
e service
Capture key
knowledge
from
experience
staff
Arrange job
attachment to
experience
staff
NA NA Both NA Small Low cost Low
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Ensure
maintenance
contractor
have
Share
knowledge
with
collaboration
Low High Tacit Both Small Low cost Low
Knowledge sharing
(socialization
exchange)
Improving Productivity amp Sustainability Through KMS
Page 26 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
competence
to maintain
the system
partners
Strengthen
contractor
monitoring
and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low NA
Ensure no
operations
impact
during new
project or
new
stationline
opening
Ensure new
system to
implement
according to
Particular
Specification
(PS)
Capture
useful
information
from PS
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Capture
useful
information
for test amp
commissioni
ng
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Ensure
defects are
resolved
before
putting the
new system
into
operations
Resolve all
defects
before
handover
NA NA Both Both Large (done by
whole Section) Low cost Low
Knowledge
application
(direction
routines)
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Page 27 of 72
Steps 4 ndash Prioritize the needed KM processes
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
Maintain
key
knowledg
e for AFC
Form a
special
team for
AFC
work
Form an
AFC
Special
Duty Team
(AFCSDT)
No OK NA NA No NA NA NA 0 1 2 05
Strengthe
n training
and
practice
for
AFCSDT
Arrange
formal
training
No No OK Yes No Yes No
Knowledge
capture
(externalizatio
n
internalization
)
2 1 4 25
Conduct
drill
exercise
No OK OK OK Yes Yes No
Knowledge
application
(direction
routines)
2 3 2 35
Build a
knowledg
e database
for AFC
Establish a
knowledge
database
OK Yes Yes OK Yes Yes No
(1)
Knowledge
capture
(externalizatio
n
internalization
)
(2)
Knowledge
application
(routines)
4 2 3 5
Ensure no
operations
Capture
key
Arrange on-
the-job NA OK Yes OK Yes Yes No
Knowledge
sharing 3 2 1 4
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Page 28 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
impact
during
outsource
of AFC
maintenan
ce service
knowledg
e from
experienc
e staff
training to
experience
staff
(socialization
exchange)
Ensure
maintenan
ce
contractor
are
compete
to
maintain
the
system
Share
knowledge
with
collaboratio
n partners
No Yes Yes OK Yes Yes No
(1)
Knowledge
sharing
(socialization
exchange) (2)
Knowledge
application
(direction
routines)
4 1 1 45
Strengthen
contractor
monitoring
and
supervision
NA NA No Yes No Yes No
Knowledge
application
(routines)
2 0 3 2
Ensure no
operations
impact
during
new
project or
new
stationlin
e opening
Ensure
new
system to
implemen
t
according
to
Particular
Specificat
ion(PS)
Capture
useful
information
from
Particular
Specificatio
n
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
)
3 0 4 3
Capture
useful
information
for test amp
commissioni
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
3 0 4 3
Improving Productivity amp Sustainability Through KMS
Page 29 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
ng )
Ensure
defects
are
resolved
before
putting
the new
system
into
operations
Resolve all
defects
before
handover
the system
NA NA OK Yes No Yes No
Knowledge
application
(direction
routines)
3 1 2 25
Yes = 1 OK = 05 No = 0
Improving Productivity amp Sustainability Through KMS
Page 30 of 72
Steps 5 amp 7 ndash Identify the existing KM processes and assess the KM infrastructure
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
5
Build a
knowledge
database for
AFC
Establish a
knowledge
database
(1) Knowledge
capture
(externalization
internalization)
(2) Knowledge
application
(routines)
Centralize
technical
library
Intranet to
keep Work
Instruction
(WI)
procedure and
drawings
Top
management
support
Relies
mainly on
paper-based
central
library and
intranet
Intranet
calendaring
Web-based
discussion
group Staff are
willing to
share
informati
on and
knowledg
e
PC
training
room and
on-site
equipmen
t
Yes but
low
efficiency
No as
system
complexity
became
higher the
effectiveeff
iciency was
dropped due
to poor
organizing
of
information
and
knowledge
45
Ensure
maintenance
contractor
have
competence
to maintain
the system
Share
knowledge
with
collaboration
partners
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Arrange
formal
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Relied on
Email and
SharePoint
PC based
Internet and
SharePoint
Yes
Yes but
needs to
ensure new
staff(due to
turnover)
are also
competence
4
Capture key
knowledge
from
Arrange on-
the-job
training to
Knowledge
sharing
(socialization
Learning by
observation
and practice
Email and
word
processing
Mentorship
PC based
Intranet
Email and
Yes but
low
efficiency
No because
mentorship
scheme
Improving Productivity amp Sustainability Through KMS
Page 31 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
experience
staff
experience
staff
exchange) documents Microsoft
Office
applications
could only
arrange one
or two staff
for job-
attachment
35
Strengthen
training and
practice for
AFCSDT
Conduct drill
exercise
Knowledge
application
(direction
routines)
Learning by
practice
Relied on
Microsoft
Office
applications
Yes
Yes but
there is no
plan to
conduct the
drill and the
report did
not organize
in proper
manner
3
Ensure new
system to
implement
according to
Particular
Specificatio
n
Capture useful
information
from PS Knowledge
capture
(externalization
internalization)
Face-to-face
project
meetings
Project
submissions
by Email
Incentives link
to
performance
appraisal
Relied on
Email and
Sharepoint
PC based
Internet and
Sharepoint
Contracto
r are
willing to
share
informati
on with
client
PC
meeting
rooms and
site
environm
ent
Yes Yes Capture useful
information
for test amp
commissionin
g
25
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Knowledge
capture
(externalization
internalization)
Classroom
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Top
management
encouragemen
t
Part of staff
developmen
t
programme
PC based
Intranet
Email and
Microsoft
Office
applications
Staff are
willing to
learn
PC
meeting
rooms and
site
environm
ent
Yes
Yes but the
training
material did
not organize
in proper
manner
Ensure Resolve all Knowledge Face-to-face Email and Incentives link Part of pre- Maintain Yes Yes
Improving Productivity amp Sustainability Through KMS
Page 32 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
defects are
resolved
before
putting the
new system
into
operations
defects before
handover the
system
application
(direction
routines)
project
meetings
word
processing
documents
to
performance
appraisal
commissioni
ng activities
higher
performan
ce
standard
2
Ensure
maintenance
contractor
have
competence
to maintain
the system
Strengthen
contractor
monitoring
and
supervision
Knowledge
application
(routines)
Face-to-face
performance
review
meetings
Part of post-
commissioni
ng activities
Yes Yes
Improving Productivity amp Sustainability Through KMS
Page 33 of 72
Steps 8 ndash Develop additional needed KM systems mechanisms and technologies
Priority Major Processes Sub-processes Recommended KM Processes Develop Additional Needed KM Systems
Mechanisms Technologies
5 Build a knowledge
database for AFC
Establish a knowledge
database
(1) Knowledge capture
(externalization internalization)
(2) Knowledge application
(routines)
Convert AFC knowledge into explicit
forms
(1) Apply SharePoint to build a
document-management platform for
AFC SharePoint needs to be
customized the architecture for AFC
As such it becomes an access shared
workspaces information stores and
documents
(2) Apply MTR Creator (Web-based
discussion groups) to share
knowledge for AFC
45
Ensure maintenance
contractor have
competence to
maintain the system
Share knowledge with
collaboration partners
(1) Knowledge sharing
(socialization exchange)
(2) Knowledge application
(direction routines)
(1) Utilize of knowledge stored in
SharePoint
(2) Assess the competence level of
maintenance contractor periodically
4
Capture key
knowledge from
experience staff
Arrange on-the-job
training to experience
staff
Knowledge sharing (socialization
exchange)
(1) Capture and transfer of expertsrsquo
knowledge into procedures in
centralize electronic document system
(2) Conduct case study to strengthen
internalization process
35 Strengthen training
and practice for
AFCSDT
Conduct drill exercise Knowledge application (direction
routines)
To share drill report procedures best
practices and lessons learned for AFC
25 Arrange formal training Knowledge capture
(externalization internalization) To share training material for AFC
Improving Productivity amp Sustainability Through KMS
Page 34 of 72
94 Analysis and Recommendation
Base on the above Item 93 of KM assessment below are the analysis and recommendation
941 Analysis
- MTR is a large transportation company that pursued a low-cost business strategy to operate
its systems in a safe and reliable manner
- MTR faces low levels of uncertainty because of monopoly AFC tasks are highly dependent
because individual machines are co-related
- MTR relies mainly on explicit procedure knowledge However several projects and railway
extensions make frequent changes in the system As such MTR becomes more rely on the
tacit knowledge possessed by its employees
- MTR had pursued technologies (eg SharePoint and Web-based discussion groups) to
support knowledge management The company had set-up the platform but there was no
expertise to customize particular application Staff had just used these softwares as rituals
rather than knowledge capturing or sharing platform
942 Recommendations
- To enhance people-to-document through more on-the-job training and develop an electronic
document system that codifies stores disseminates and allows reuse of knowledge for AFC
Improving Productivity amp Sustainability Through KMS
Page 35 of 72
- MTR had successfully applied the SharePoint in projects and railway extensions as pilot
Because of the reuse economics MTR shall further extend the application of SharePoint in
Operations Department and arrange expertise to customize the application for AFC
- Establishment and use of communities of AFC to support socialisation capture and reuse of
knowledge To enhance socialisation through more job attachments meetings and group
projects
- To enhance internalisation through more training case studies and presentations
- To motivate staff to setup amp maintain KMS for ongoing operations
bull Physiological need
ndash Review salary by staff performance
ndash Clear reward system
bull Safety need
ndash Job is secured even though share knowledge with others
ndash Training for staff without enough skill
bull Belongingness need
ndash Knowledge sharing (eg Share knowledge in SharePoint)
ndash More team activity (eg Work Improvement Team for AFC)
bull Self esteem need
ndash Social relationship with other
ndash After-office-hour activities
ndash Promotion opportunity
Improving Productivity amp Sustainability Through KMS
Page 36 of 72
10 Implementation Strategies and Plan
Below are the implementation strategies and plans
101 Use Information Technologies and Existing Resources
Based on Item 94 of KM analysis and recommendation below are the implementation details and
strategies Information technologies will be used as practical tools for activities mainly performed
and directed by humans to achieve real knowledge-based organizations Further it is inclined to use
existing resources and infrastructure due to time and budget constraints
102 Web-based Technologies
Among information technologies the web-based collaborative tools such as Wiki are very
successful and made it possible for corporate employees to continuously contribute and access
information to and from the central repository Virtual world further increased collaborative
opportunities in the process of knowledge sharing In virtual world a team can work synchronously
The new generations of virtual world tools allow the team not only meet and exchange ideas verbally
but also document them by creating processes procedures and diagrams of concepts that are
explicitly formed one part of the base of organizational knowledge
103 Codification Approach
One strategy to KM involves active management of knowledge (push strategy) In such an instance
individuals strive to explicitly encode their knowledge into a shared knowledge repository such as a
database as well as retrieving knowledge they need which other individuals have provided to the
Improving Productivity amp Sustainability Through KMS
Page 37 of 72
repository This is also commonly known as codification approach to KM In the below section
SharePoint will be used to implement a shared knowledge repository
104 Personalization Approach
Another strategy to KM involves individuals who make requests for knowledge from experts
associated with a particular subject on an ad hoc basis (pull strategy) In such an instance experts
can provide their insights to the particular person or people who need this information This is also
commonly known as the personalization approach to KM In the below section MTR Creators will
be used to implement an E-Discussion Forum Within MTR Creators Subject Matter Advisor (SMA)
will act as an expert to provide feedback to particular questioner
105 KM Mechanisms
Knowledge can be accessed at three stages of ldquobeforerdquo ldquoduringrdquo and ldquoafter KM-related activities
Different organizations have tried various knowledge capture incentives including making content
submission mandatory and incorporating rewards into performance measurement plans as motivation
Whenever staff found that KMS is useful for them or once the habit of contributing sharing and
accessing knowledge is instilled incentivesmotivation are no longer required In the below section
rewards scheme will be incorporated into Annual Performance Appraisal to evaluate the contribution
of KM
106 Knowledge Management Software
Knowledge Management Software is a subset of enterprise content management software which
contains a range of software that specializes in the way information is collected stored andor
accessed The knowledge management is based on a range of practices used by an individual a
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business and a large corporation to identify create represent and redistribute information for a
range of purposes Software that enables an information practice or range of practices at any part of
the processes of information management can be deemed as information management software A
subset of information management software emphasizes an approach to build knowledge out of
information that is managed or contained which is often called knowledge management software
107 Selection of Knowledge Management Software
In 2008 and 2009 MTR had spent a lot of resources and make huge investments in the latest
technologies (eg SharePoint 2007) systems (MTR Creators) and infrastructures to support
knowledge management Furthermore these knowledge management software tools have the
advantages of using organizationrsquos existing information technology infrastructure with supporting by
senior management Additionally there was no funding for the implementation of this project
Hence existing resources will be made good use of building the application for AFC instead of
sourcing alternative software
1071 SWOT Analysis
In the following table a SWOT analysis is conducted SharePoint (existing resources) and PC Base
Expert System are selected for comparison The aim is to select the right technology to build the
web-base knowledge repositories
SharePoint PC Base Expert System
Strength
(1) Because of existing resources
(introduced in end 2008) it is not required
(1) Can develop as artificial
intelligence by means of Case-
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Page 39 of 72
to raise funding
(2) Minimum user training
(3) Just need to do the setup customization
and administrative work
(4) Web-base document library can also
fulfill business objectives
(5) Relative easy to do the setup
customization amp administration
based or rule-Based reasoning
systems
(2) Can develop as web-base
library
(3) Fulfill business objectives
Weakness
Expertise to do setup customization amp
administration
(1) Need to raise additional cost
Relative longer development time
(2) Need expertise to develop
Opportunities
(1) Relative easy to get short win
(2) Management support in prior
More applications by means of
Case-based or rule-based
reasoning systems
Threat
Limited applications Higher cost but other technologies
may fulfill the same objectives
In the following table SWOT analysis is conducted MTR Creators (existing resources) and Yahoo
Knowledge are selected for comparison The aim is to select the right collaborative technology
(groupware etc) to build an E-discussion forum
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Page 40 of 72
MTR Creators Yahoo Knowledge
Strength
(1) Because of existing resources
(introduced in end 2009) it is not required
to raise funding
(2) Minimum user training
(3) Just need to do the setup
customization and administrative work
(4) The web-base discussion forum can
fulfill business objectives
(1) Able to fulfill business
objectives
(2) Attractive MMI
(3) With scoring system to
encourage people to participate
(4) High degree of information
(5) Open to public
(6) No need to do setup
Weakness
(1) Limited to internal expertise
(2) Need to do the setup customization amp
administration work
Insufficient knowledge for specific
systems
Opportunities Management support in prior No cost is required
Threat
Have redundancy by means of Email or
other technologies
The answer has no guarantee
After analyzed SharePoint is selected to build web-base knowledge repositories because of no cost
and short implementation time while MTR Creators is selected to build an E-discussion forum with
the same reason More important both technologies are able to fulfill business objectives
108 Implementation Approaches
Both SharePoint and MTR Creators were not widely adopted at the beginning (mid of 2009) This
was because no expertise was willing to do the customization setup and administration work for the
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Page 41 of 72
particular applications within the department In light of this these resources will be made good use
of and tried to maximize the utilization of these technologies and existing infrastructure In the
below sections setup customization and administrative works for SharePoint and MTR Creators
will be conducted The purpose is to build an E-document library and E-discussion forum to in line
with KM mechanisms
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Page 42 of 72
109 Implementation Plan
Below is the project timeline In Jan 2010 all the setup and customization works for AFC had been completed In Feb 2010
application for these technologies together with other KM mechanisms had been started AFC SDT and other AFC team with a total
of about 22 staff were selected to apply the KMS for AFC In Jan 2010 a questionnaire had been sent to them to collect their needs
for AFC and their views for KMS In Jun 2010 another questionnaire had been sent to them to collect their comments after applying
the KMS for five months
November January February March April May
1 Review business context
2 Problem statement
3 Define project objective amp scope
4 Literature review
5 Data collection amp assessment
6 Implementation
7 Performance evaluation amp control
8 Submit project report
Tasks2009 2010
DescriptionJuneDecember
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1010 SharePoint
Microsoft SharePoint also known as Microsoft SharePoint Products and Technologies is a content
management system with integrated search functionality developed by Microsoft that allows users to
work in a web-based collaborative environment Microsoft provides certain built-in functionality and
third party developers can also develop custom modifications to extend functionalities
SharePoint is a collection of products and software elements that includes among a growing selection
of components web browser based collaboration functions process management modules search
modules and a document-management platform SharePoint can be used to host web sites that access
shared workspaces information stores and documents as well as host defined applications such as
wikis and blogs All users can manipulate proprietary controls called web parts or interact with
pieces of content such as lists and document libraries
10101 Background of Corporate Document Management System at MTR
In year 2008 MTR selected Microsoft SharePoint 2007 as the future document management platform
This platform became part of the infrastructure of Document Management System (DMS) for all
departments and supported the on-going document management needs of MTR Corporation
In mid 2008 the DMS platform was established by IT department in MTR The application setup and
administration work was relied on individual department In end 2008 these two pilot trials were
rolled out with satisfactory result which interested other departments to migrate their legacy system
into e-library Basically the application setup and ownership were released to individual department
The DMS consists of Document Libraries owned by various departments and working groups Please
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Page 44 of 72
refer below Figure 5 for Enterprise Information Portal After clicking the DMS in Figure 5 the site
hierarchy tree of Document Libraries folders were expanded as illustrated in Figure 6
Figure 5 Figure 6
Referring to Figure 6 the Site Hierarchy Tree shows the document libraries that are available
in corresponding departmentrsquos folder The Document Libraries is a place on a site where user can
create share and update files It contains custom properties that stores metadata of files in the libraries
and also provides fine-grained security for granting access to those files The Document Libraries are
owned by various departments and working groups in the Operations Division Respective owner
possesses the autonomy to control who can access and to what extent under the Document Libraries
Due to various issues (for example some departments are not familiar with Information System setup
and not willing to take up the duties and responsibilities of being an administrator etc) the application
of SharePoint was not widely adopted in Operations Division
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10102 Use SharePoint as E-Document Library for AFC
Before 2009 SharePoint had never been applied to AFC knowledge management activities In Jan
2010 the initial set up share folder creation and the knowledge sharing activities for AFC among all
my staff had been conducted I acted as an Administrator role to govern knowledge management
activities in SharePoint Basically Administrators needed to manage the access permission and folder
structure of individual document libraries Meanwhile other working teams were encouraged to share
their knowledge and useful documents in SharePoint Before starting these activities in SharePoint the
following setup was required to arrange
10103 Created the folder structure
In the below Figure 7 the folder structure of a document library at Site Hierarchy called AFC SDT
was created AFC staff could add files to the library and other people can make changes to them
Those changes would be stored in the library at server not at their own computers And other people
could easily access the files by using a Web browser provided that they have been granted the
permissions to do so
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Figure 7 Figure 8
10104 Define Content Types
In the above Figure 8 the content type was defined which is suitable for AFC application A content
type is used to define the attributes of a document Each content type can store different attributes in
the document library and also can associate with different document library For example all
deliverable documents in a project file may require a set of attributes such as project code and project
owner By creating a project content type the required information such as project code must be
assured and the project owner will be associated with all variants of user deliverable documents for
AFC
10105 File Permission Settings
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In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
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Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
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Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
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Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
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Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
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Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
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PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
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10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
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11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
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Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
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- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
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Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
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Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
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Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
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Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 7
Improving Productivity amp Sustainability Through KMS
Page 5 of 72
5 Problem Statement
Outsourcing could generate several millions of cost saving but concurrently generate surplus
of staff who might need to be redeployed or laid off The most crucial problem was the loss
of key knowledge to sustain the core business Secondly the switching cost is high and very
difficult to change back to in-sourcing since the market size is small and not easy to find
sufficient expertise to support and maintain the system Thirdly the company will totally
rely on contractor and is very difficult to request for higher service standard or flexible scope
of works unless to pay more money to contractor or to revise the scope of work In the long
run the existing contractor already dominates the market and keeps the key knowledge as
their proprietary asset The company will be hard to invite other contractors to beat the new
maintenance contract As a result monopoly will be occurred The company may enjoy
lower cost at the beginning but suffer from higher cost in the long-term
6 Project Objective
Outsourcing AFC maintenance work could save several millions of money but it would lose
key knowledge of AFC In light of this six technicians would be gradually redeployed from
Jan 2010 to Mar 2010 to form a special team (AFCSDT) who is under my supervision and
will be trained as AFC experts Meanwhile KMS to leverage their knowledge will be
applied to build a knowledge reservoir of AFC system AFCSDT would strengthen
contractor monitoring supervision and TampC activities for new projects My objective is to
maintain the key knowledge of AFC and ensure no operation impact after outsourcing new
projects and stationrailway extensions The ultimate goal is to improve productivity and
sustainability
Improving Productivity amp Sustainability Through KMS
Page 6 of 72
According to Robbins and Coulter Knowledge Management (KM) involves cultivating a
learning culture where organizational members gather knowledge systematically and share it
with others within the organization so as to achieve better performance I will try to make it
easy for AFCSDT staff to communicate and share their knowledge in order that they can
learn other ways to do their jobs more effectively and efficiently and eventually improve
AFC performance as well as organizational performance
Refer to Becerra-Fernandez et al (2004) employees sharing knowledge with one another
the turnover rates were reduced thereby positively affecting revenue and profit The
development of AFC KMS will provide AFCSDT with solutions to problems they face in
case those problems have been encountered earlier and effectively addressed Ultimately
AFCSDT can be trained as AFC experts and thus AFC knowledge can be on-going stored
shared and maintained in AFC KMS
Improving Productivity amp Sustainability Through KMS
Page 7 of 72
7 Process Management
The project objective is defined and linked to business objectives The next step is to conduct
literature review and KM assessment before implementation In Figure 1 it shows the
processes and workflows of this project The below sections will go through all necessary
processes
8 Literature Review
81 Business Definition for Leavitts Diamond (LD)
Analysis Assessment amp Apply
Business Objective
KM Assessment
PROBLEM STATEMENT Project Objective
STRATEGY Formulation of a PLAN
CHANGE Mechanisms amp Technologies
IMPLEMENTATION
PERFORMANCE Evaluation amp Control
Literature Review
Figure 1 - Project Workflow
ENVIRONMENT ORGANIZATION
Motivation Maintain the system until mature
Improving Productivity amp Sustainability Through KMS
Page 8 of 72
LD is a model for analyzing management change developed by Harold J Leavitt Leavitts
Diamond is based on the idea that it is rare for any change to occur in isolation Leavitt sees
technology tasks people and the organizational structure in which they function as four
interdependent variables visualized as the four points of a diamond Change at any one point
of the diamond will impact some or all of the others Thus a changed task will necessarily
affect the people involved in it the structure in which they work and the technology that
they use Failure to manage these interdependencies at critical times of change can create
problems Managing of equilibrium of four elements was essential to the corporation Please
refer below Figure 2 for LD
Figure 2 - Leavitts Diamond (LD)
Due to staff retirement and outsourcing of AFC maintenance service AFC knowledge will
subsequently be lost According to LD the change in ldquopeoplerdquo (staff retirement) and
ldquobusiness processrdquo (from in-house maintenance to outsourcing) will affect other variables As
the change of organization structure is comparatively hard it is then considered to have
Improving Productivity amp Sustainability Through KMS
Page 9 of 72
ldquotechnologyrdquo change to maintain the equilibrium of LD KM can then be adopted as a tool to
keep the key knowledge of AFC
82 Rapid Change in Business Processes
Companies must try to change their business approaches so as to survive in the rapid
changing environment especially to enter the global markets However Wiig (2004) pointed
out that there are six major challenges of which companies need to do in order to survive in
the rapid changing environment
The increase of knowledge-intensive work leads to the creation and delivery of better
and greater complexity of management and operating practices
Due to globalization the pressure has been arisen This results in the changing of the
nature of business in the competitive environment It is therefore needed to inform
customers and increase dependence on intellectual capital
Different complex practices in management operational and technical approaches are
bought in such as the new generation of knowledge management advancement of
information management and technology as well as explicit people-focused knowledge
management
Technology business conditions regulatory and legal requirements practices and
demands are changing faster than ever expected
Workers are now demanding more involvement in work They are less satisfied with
traditional employment conditions
Traditional training and education are often exceeded the time than allocated
83 Changing in Technology People and Structure
Improving Productivity amp Sustainability Through KMS
Page 10 of 72
Wiig (2004) stated that these challenges can be addressed by the below listed four
management initiatives
Organization has to widely disseminate and provide systematic and comprehensive
knowledge management guided by management
Organization has to promote integrative management practices not only on personal but
also to departments and business unit at all levels so as to achieve the common goals of
collaboration and understanding KM
Organization has to foster and capitalize its intellectual capital and assets operational
and strategic value of human capital and information capital
Organization has to provide competitive products and establish people-focused
management and organization of knowledge-related work
84 Survival in Rapid Changing Environment through Knowledge
Management
Wiig (2004) stated that global economy demands excellence Many companies are trying to
maintain at the top position by innovating faster than their competitors in order to survive
Companies must carefully manage knowledge-intensive work It refers to the high
performing people to deal with the intellectual work In fact work intensity is a function
which includes at least the four factors as shown below
In normal situation the degree of knowledge intensity is determined by the amount of
knowledge needed to deliver competent work
Knowledge intensity is influenced subject to the variety of challenges of which people
handle competently
Improving Productivity amp Sustainability Through KMS
Page 11 of 72
The degree of knowledge will increase in high-value situations where the consequences
of errors are large
The degree of knowledge intensity is parallel to the swiftness of action
85 Definition for Knowledge Management (KM)
According to Robbins and Coulter (2005) Knowledge Management (KM) involves
cultivating a learning culture where organizational members systematically gather and share
knowledge with others within the organization so as to achieve better performance
Management must try to make it easy for staff to communicate and share their knowledge in
order that they can learn from other ways to do their jobs more effectively and efficiently and
eventually improve organizational performance
According to Becerra-Fernandez et al (2004) knowledge is first created in peoplesrsquo minds
A company must identify ways to encourage and stimulate the ability of employees to
develop new knowledge Besides company must enable effective ways to elicit represent
organize re-use and renew this knowledge The people using KM systems are the integral
part of the KM systems Moreover a company needs to use social mechanisms and
technologies to facilitate knowledge workers to discover share and apply their knowledge
KM comprises a range of strategies and practices used in an organization to identify create
represent distribute and enable adoption of insights and experiences Such insights and
Improving Productivity amp Sustainability Through KMS
Page 12 of 72
experiences comprise knowledge either embodied in individuals or embedded in
organizational processes or practice
An established discipline since 1991 (see Nonaka 1991) KM includes courses teaching in the
fields of business administration information systems management and library and
information sciences More recently other fields have started contributing to KM research
these include computer science information and media
KM efforts have a long history to include on-the-job discussions formal apprenticeship
discussion forums corporate libraries professional training and mentoring programs More
recently with the increased use of computers in the second half of the 20th century specific
adaptations of technologies such as knowledge bases expert systems knowledge repositories
group decision support systems intranets and computer supported cooperative work have
been introduced to further enhance such efforts
86 Definition for Knowledge Management Systems (KMS)
In 1999 the term personal knowledge management was introduced which refers to the
management of knowledge at the individual level (Wright 2005) In terms of the enterprise
early collections of case studies recognized the importance of knowledge management
dimensions of strategy process and measurement (Morey Maybury amp Thuraisingham 2002)
Key lessons learned included people and the cultures that influence their behaviors are the
single most critical resource for successful knowledge creation dissemination and
application cognitive social and organizational learning processes are essential to the
success of a knowledge management strategy and measurement benchmarking and
Improving Productivity amp Sustainability Through KMS
Page 13 of 72
incentives are essential to accelerate the learning process and to drive cultural change In
short knowledge management programs can yield impressive benefits to individuals and
organizations if they are purposeful concrete and action-oriented More recently with the
advent of the Web 20 the concept of knowledge management has evolved towards a vision
more based on people participation and emergence
According to Becerra-Fernandez et al (2004) knowledge management mechanisms such as
mentoring retreats etc are organizational or structural means used to promote knowledge
management (KM) The use of leading-edge information technologies (IT) (eg Web-based
conferencing) to support KM mechanisms enables dramatic improvement in KM Knowledge
Management Systems (KMS) is the synergy between latest technologies and socialstructural
mechanisms In summary Knowledge Management System (KMS) refers to the Latest
Technology plus SocialStructural Mechanisms Please refer below table for the relationship
between KM processes mechanisms and corresponding technologies
KM
Processes
KM
Systems
KM Sub-
Processes
Illustrative KM
Mechanisms
Illustrative KM
Technologies
Knowledge
Discovery
Knowledge
Discovery
System
Combination Meetings telephone
conversations and
documents
collaborative creation
of documents
Databases web-based
access to data data
mining repositories of
information Web
portals best practices
and lessons learned
Improving Productivity amp Sustainability Through KMS
Page 14 of 72
KM
Processes
KM
Systems
KM Sub-
Processes
Illustrative KM
Mechanisms
Illustrative KM
Technologies
Socialization Employee rotation
across departments
conferences
brainstorming
retreats cooperative
projects initiation
Video-conferencing
electronic discussion
groups e-mail
Knowledge
Capture
Knowledge
Capture
Systems
Externalization Models prototypes
best practices lessons
learned
Expert systems chat
groups best practices
and lessons learned
databases
Internalization Learning by doing
on-the-job training
learning by
observation and face-
to-face meetings
Computer-based
communication AI-
based knowledge
acquisition computer-
based simulations
Knowledge
Sharing
Knowledge
Sharing
Systems
Socialization See above See above
Exchange Memos manuals
letters presentations
Team collaboration
tools web-based access
to data databases and
repositories of
information best
Improving Productivity amp Sustainability Through KMS
Page 15 of 72
KM
Processes
KM
Systems
KM Sub-
Processes
Illustrative KM
Mechanisms
Illustrative KM
Technologies
practices databases
lessons learned systems
and expertise locator
system
Knowledge
Application
Knowledge
Application
Systems
Direction Traditional
hierarchical
relationships in
organizations help
desks and support
centers
Capture and transfer of
expertsrsquo knowledge
troubleshooting systems
and case-based reasoning
systems decision
support systems
Routines Organizational
policies work
practices and
standards
Expert systems
enterprise resource
planning systems
management information
systems
87 Motivation
Referring to Gary amp Alan (2008) motivation is an extent to which persistent effort is
directed toward a goal Effort persistence direction and goal are important elements to
achieve motivation
Improving Productivity amp Sustainability Through KMS
Page 16 of 72
According to Becerra ndashFernandez et al 2004 KM is directly linked to what people know
and how what they know can support business and organizational objectives It draws on
human competency intuition ideas and motivations In light of this motivation is one of the
important elements which cannot be ignored during the implementation of KM Motivation
can positively influence and encourage staff to contribute continuously their efforts towards
the successful attainment of KM
With reference to Wikipedia there is a number of claims exist as to the motivations leading
organizations to undertake a KM effort Typical considerations driving a KM effort include
making available increased knowledge content in the development and provision of products
and services as well as achieving shorter new product development cycles and etc
871 Need Theory of Work Motivation
According to Gary amp Alan (2008) the Need Theory specified what kinds of needs people
have and the conditions under which they will be motivated to satisfy these needs in a way
that contributes to better performance Needs are physiological and psychological wants or
desires that individuals can satisfy by acquiring certain incentives or achieving particular
goals It is the behaviour stimulated by this acquisition process that reveals the motivational
character of needs According to Maslowrsquos Hierarchy of Needs motivation can be divided
into intrinsic and extrinsic as shown in Figure 3
Improving Productivity amp Sustainability Through KMS
Page 17 of 72
The unsatisfied need category at the lowest-level has the greatest motivating potential The
best motivation depends on the personrsquos position in the need hierarchy According to Maslow
individuals are motivated to satisfy their physiological needs before they reveal an interest in
safety needs Thus safety needs must be satisfied before social needs become motivational
and so on
872 Goal Setting Theory and Management by Objectives
According to Robbins and Coulter (2005) goal setting is a motivational technique that uses
specific challenging and acceptable goals and provides feedback to enhance performance
The two main categories are learning goals and performance goals Learning goals are
process-oriented goals that focus on learning and enhancing the understanding of a task and
the use of task strategies Performance goals are outcome-oriented goals that focus on the
achievement of specific performance outcomes
Physiological
Safety
Belongingness
Self-esteem
Self-actualization
Intrinsic Motivation
Extrinsic Motivation
Figure 3 ndash Maslowrsquos Hierarchy of Needs
Improving Productivity amp Sustainability Through KMS
Page 18 of 72
According to Robbins and Coulter (2005) Management by Objectives (MBO) is an elaborate
goal-setting and evaluation process that organizations typically use for management tasks
Objectives for the organization as a whole are developed by top management and diffused
down and translated into specific behavioural objectives for individual members to achieve
through the process of planning motivating evaluating and reward
873 Job Characteristics Model (JCM)
According to Robbins and Coulter (2005) JCM specified the job characteristics and used to
redesign work to make it more motivated Referring to Figure 4 below it describes how the
first three dimensions ndash skill variety task identity and task significance ndash combine to create
meaningful work From a motivational standpoint JCM suggests that internal rewards are
obtained when an employee learns (knowledge of results through feedback) that he or she
personally (experienced responsibility through autonomy of work) has well performed on a
task that he or she cares about (experienced meaningfulness through skill variety task
identity andor task significance) The more these three conditions characterize a job the
greater the employeersquos motivation
Improving Productivity amp Sustainability Through KMS
Page 19 of 72
Figure 4 ndash Job Characteristic Models (JCM)
9 Scope of Work
The major scope to keep knowledge for AFC is to ensure no negative impact during changes
in business environment My key assignment is to train AFCSDT as AFC expert in the
coming two years KMS will be applied to leverage their knowledge and build a reservoir
for AFC knowledge Meanwhile motivation theory will also be applied to ensure ongoing
operations until the KMS become an organizational culture in the department AFCSDT
would strengthen contractor monitoring supervision and TampC activities to ensure no adverse
impact after outsourcing new projects or stationrailway extensions
91 How do I manage their motivation forces
In December 2009 six technicianssenior technicians were redeployed to my section and
under my supervision With reference to the results of other departments the initial setup of
Improving Productivity amp Sustainability Through KMS
Page 20 of 72
KMS might not be difficult but to keep a momentum to maintain the KMS as departmental
culture would be a real challenge It is because there are several inherent personnel issues as
below
- Employees always think that their special skill and knowledge are eroding
- Employees will think that KMS is an extra task other than normal duties hence they will
be reluctant to involve in it
- Fear of job securityredundancy
- Normal working hours are already occupied by day-to-day duties therefore not much
time can be spared to handle additional KM activities
Because of the captioned reasons motivation techniques must be applied to tempt staff to use
KMS In addition it is essential to keep the momentum forces of KMS and to ensure
sufficient driving forces of motivation within the team until using KMS become departmental
culture According to Maslowrsquos Hierarchy of Needs motivation can be achieved by the
below techniques
Maslowrsquos Hierarchy of
Needs
Propose motivation techniques
Physiological
1 Review salary by staff performance in relation to KMS
2 Clear reward system
Safety
1 Job is secured even though share knowledge with other
2 Training for staff without enough skill
Belongingness 1 Knowledge sharing
Improving Productivity amp Sustainability Through KMS
Page 21 of 72
Maslowrsquos Hierarchy of
Needs
Propose motivation techniques
2 More team activity
Self esteem
1 Social relationship with other
2 After-office-hour activities
3 Promotion opportunity
92 Qualitative Measures
In order to identify existing KM processes qualitative measures will be used Questionnaire
and informal chatting with the technicians and engineers were arranged in January 2010
Please refer Appendix 2 for the questionnaire
93 KM Assessment
Firstly an assessment for contingent factors will be conducted This is to evaluate the effect
of knowledge and task characteristics environmental and organizational characteristics
before selecting appropriate KM processes Secondly methodology will be assessed This is
to identify task-oriented key processes assess the contingency factors prioritize assess the
KM infrastructure and develop additional needed KM systems mechanisms and
technologies applied to AFC The eight steps are required to go through and are summarized
as below The elaboration of each steps are detailed in the following tables
1 Identify task-oriented key processes
2 Assess the contingency factors
Improving Productivity amp Sustainability Through KMS
Page 22 of 72
3 Identify the KM processes based on each contingency factor
4 Prioritize the needed KM processes
5 Identify the existing KM processes
6 Identify the additional needed KM processes
7 Assess the KM infrastructure
8 Develop additional needed KM systems mechanisms and technologies
Improving Productivity amp Sustainability Through KMS
Page 23 of 72
Steps 1 amp 2 ndash Identify task-oriented key processes and assess the contingency factors
Business
Objectives Major Processes Sub-processes
Assess the Contingency Factors
Task Characteristics Knowledge Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environmental
Uncertainty =
High or Low
Task
Uncertainty =
High or Low
Task
Dependence =
High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain key
knowledge for
AFC
Form a special team for
AFC work
Form an AFC
Special Duty Team
(AFCSDT)
Low NA NA NA Large NA NA
Strengthen training and
practice for AFCSDT
Arrange formal
training Low Low Explicit Procedural Large Low cost Low
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Build a knowledge
database for AFC
Establish a
knowledge database Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Ensure no
operations
impact during
outsource of
AFC
maintenance
service
Capture key knowledge
from experience staff
Arrange job
attachment to
experience staff
NA NA Both NA Small Low cost Low
Ensure maintenance
contractor have
competence to maintain
the system
Share knowledge
with collaboration
partners
Low High Tacit Both Small Low cost Low
Strengthen contractor
monitoring and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low
Ensure no
operations
impact during
new project or
new
stationline
opening
Ensure new system to
implement according to
Particular
Specification(PS)
Capture useful
information from PS Low Low Explicit Procedural
Small (conduct
by small team) Low cost Low
Capture useful
information for test
amp commissioning
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Ensure defects are
resolved before putting
the new system into
operations
Resolve all defects
before handover NA NA Both Both
Large (done by
whole Section) Low cost Low
Improving Productivity amp Sustainability Through KMS
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Steps 3 ndash Identify the KM processes based on each contingency factor
Characteristic LevelType Recommended KM Processes
Organization
Size
Small Knowledge sharing (socialization)
Knowledge application (direction)
Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Large Knowledge sharing (exchange)
Knowledge application (routines)
Knowledge discovery (combination)
Knowledge capture (externalization internalization)
Business Strategy
Low cost Knowledge application (direction routines)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Differentiation Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Environmental
Uncertainty
Low Knowledge sharing (socialization exchange)
Knowledge capture (externalization internalization)
High Knowledge discovery (combination socialization)
Knowledge application (direction routines)
Improving Productivity amp Sustainability Through KMS
Page 25 of 72
Steps 3 ndash Identify the KM processes based on each contingency factor
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain
key
knowledge
for AFC
Form a
special team
for AFC
work
Form an
AFC Special
Duty Team
(AFCSDT)
Low NA NA NA Large NA NA NA
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Low Low Explicit Procedural Large Low cost Low
Knowledge capture
(externalization
internalization)
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Knowledge sharing
(socialization
exchange)
Build a
knowledge
database for
AFC
Establish a
knowledge
database
Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Knowledge capture
(externalization
internalization)
Ensure no
operations
impact
during
outsource
of AFC
maintenanc
e service
Capture key
knowledge
from
experience
staff
Arrange job
attachment to
experience
staff
NA NA Both NA Small Low cost Low
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Ensure
maintenance
contractor
have
Share
knowledge
with
collaboration
Low High Tacit Both Small Low cost Low
Knowledge sharing
(socialization
exchange)
Improving Productivity amp Sustainability Through KMS
Page 26 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
competence
to maintain
the system
partners
Strengthen
contractor
monitoring
and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low NA
Ensure no
operations
impact
during new
project or
new
stationline
opening
Ensure new
system to
implement
according to
Particular
Specification
(PS)
Capture
useful
information
from PS
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Capture
useful
information
for test amp
commissioni
ng
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Ensure
defects are
resolved
before
putting the
new system
into
operations
Resolve all
defects
before
handover
NA NA Both Both Large (done by
whole Section) Low cost Low
Knowledge
application
(direction
routines)
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Page 27 of 72
Steps 4 ndash Prioritize the needed KM processes
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
Maintain
key
knowledg
e for AFC
Form a
special
team for
AFC
work
Form an
AFC
Special
Duty Team
(AFCSDT)
No OK NA NA No NA NA NA 0 1 2 05
Strengthe
n training
and
practice
for
AFCSDT
Arrange
formal
training
No No OK Yes No Yes No
Knowledge
capture
(externalizatio
n
internalization
)
2 1 4 25
Conduct
drill
exercise
No OK OK OK Yes Yes No
Knowledge
application
(direction
routines)
2 3 2 35
Build a
knowledg
e database
for AFC
Establish a
knowledge
database
OK Yes Yes OK Yes Yes No
(1)
Knowledge
capture
(externalizatio
n
internalization
)
(2)
Knowledge
application
(routines)
4 2 3 5
Ensure no
operations
Capture
key
Arrange on-
the-job NA OK Yes OK Yes Yes No
Knowledge
sharing 3 2 1 4
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Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
impact
during
outsource
of AFC
maintenan
ce service
knowledg
e from
experienc
e staff
training to
experience
staff
(socialization
exchange)
Ensure
maintenan
ce
contractor
are
compete
to
maintain
the
system
Share
knowledge
with
collaboratio
n partners
No Yes Yes OK Yes Yes No
(1)
Knowledge
sharing
(socialization
exchange) (2)
Knowledge
application
(direction
routines)
4 1 1 45
Strengthen
contractor
monitoring
and
supervision
NA NA No Yes No Yes No
Knowledge
application
(routines)
2 0 3 2
Ensure no
operations
impact
during
new
project or
new
stationlin
e opening
Ensure
new
system to
implemen
t
according
to
Particular
Specificat
ion(PS)
Capture
useful
information
from
Particular
Specificatio
n
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
)
3 0 4 3
Capture
useful
information
for test amp
commissioni
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
3 0 4 3
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Page 29 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
ng )
Ensure
defects
are
resolved
before
putting
the new
system
into
operations
Resolve all
defects
before
handover
the system
NA NA OK Yes No Yes No
Knowledge
application
(direction
routines)
3 1 2 25
Yes = 1 OK = 05 No = 0
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Steps 5 amp 7 ndash Identify the existing KM processes and assess the KM infrastructure
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
5
Build a
knowledge
database for
AFC
Establish a
knowledge
database
(1) Knowledge
capture
(externalization
internalization)
(2) Knowledge
application
(routines)
Centralize
technical
library
Intranet to
keep Work
Instruction
(WI)
procedure and
drawings
Top
management
support
Relies
mainly on
paper-based
central
library and
intranet
Intranet
calendaring
Web-based
discussion
group Staff are
willing to
share
informati
on and
knowledg
e
PC
training
room and
on-site
equipmen
t
Yes but
low
efficiency
No as
system
complexity
became
higher the
effectiveeff
iciency was
dropped due
to poor
organizing
of
information
and
knowledge
45
Ensure
maintenance
contractor
have
competence
to maintain
the system
Share
knowledge
with
collaboration
partners
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Arrange
formal
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Relied on
Email and
SharePoint
PC based
Internet and
SharePoint
Yes
Yes but
needs to
ensure new
staff(due to
turnover)
are also
competence
4
Capture key
knowledge
from
Arrange on-
the-job
training to
Knowledge
sharing
(socialization
Learning by
observation
and practice
Email and
word
processing
Mentorship
PC based
Intranet
Email and
Yes but
low
efficiency
No because
mentorship
scheme
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Page 31 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
experience
staff
experience
staff
exchange) documents Microsoft
Office
applications
could only
arrange one
or two staff
for job-
attachment
35
Strengthen
training and
practice for
AFCSDT
Conduct drill
exercise
Knowledge
application
(direction
routines)
Learning by
practice
Relied on
Microsoft
Office
applications
Yes
Yes but
there is no
plan to
conduct the
drill and the
report did
not organize
in proper
manner
3
Ensure new
system to
implement
according to
Particular
Specificatio
n
Capture useful
information
from PS Knowledge
capture
(externalization
internalization)
Face-to-face
project
meetings
Project
submissions
by Email
Incentives link
to
performance
appraisal
Relied on
Email and
Sharepoint
PC based
Internet and
Sharepoint
Contracto
r are
willing to
share
informati
on with
client
PC
meeting
rooms and
site
environm
ent
Yes Yes Capture useful
information
for test amp
commissionin
g
25
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Knowledge
capture
(externalization
internalization)
Classroom
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Top
management
encouragemen
t
Part of staff
developmen
t
programme
PC based
Intranet
Email and
Microsoft
Office
applications
Staff are
willing to
learn
PC
meeting
rooms and
site
environm
ent
Yes
Yes but the
training
material did
not organize
in proper
manner
Ensure Resolve all Knowledge Face-to-face Email and Incentives link Part of pre- Maintain Yes Yes
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Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
defects are
resolved
before
putting the
new system
into
operations
defects before
handover the
system
application
(direction
routines)
project
meetings
word
processing
documents
to
performance
appraisal
commissioni
ng activities
higher
performan
ce
standard
2
Ensure
maintenance
contractor
have
competence
to maintain
the system
Strengthen
contractor
monitoring
and
supervision
Knowledge
application
(routines)
Face-to-face
performance
review
meetings
Part of post-
commissioni
ng activities
Yes Yes
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Steps 8 ndash Develop additional needed KM systems mechanisms and technologies
Priority Major Processes Sub-processes Recommended KM Processes Develop Additional Needed KM Systems
Mechanisms Technologies
5 Build a knowledge
database for AFC
Establish a knowledge
database
(1) Knowledge capture
(externalization internalization)
(2) Knowledge application
(routines)
Convert AFC knowledge into explicit
forms
(1) Apply SharePoint to build a
document-management platform for
AFC SharePoint needs to be
customized the architecture for AFC
As such it becomes an access shared
workspaces information stores and
documents
(2) Apply MTR Creator (Web-based
discussion groups) to share
knowledge for AFC
45
Ensure maintenance
contractor have
competence to
maintain the system
Share knowledge with
collaboration partners
(1) Knowledge sharing
(socialization exchange)
(2) Knowledge application
(direction routines)
(1) Utilize of knowledge stored in
SharePoint
(2) Assess the competence level of
maintenance contractor periodically
4
Capture key
knowledge from
experience staff
Arrange on-the-job
training to experience
staff
Knowledge sharing (socialization
exchange)
(1) Capture and transfer of expertsrsquo
knowledge into procedures in
centralize electronic document system
(2) Conduct case study to strengthen
internalization process
35 Strengthen training
and practice for
AFCSDT
Conduct drill exercise Knowledge application (direction
routines)
To share drill report procedures best
practices and lessons learned for AFC
25 Arrange formal training Knowledge capture
(externalization internalization) To share training material for AFC
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94 Analysis and Recommendation
Base on the above Item 93 of KM assessment below are the analysis and recommendation
941 Analysis
- MTR is a large transportation company that pursued a low-cost business strategy to operate
its systems in a safe and reliable manner
- MTR faces low levels of uncertainty because of monopoly AFC tasks are highly dependent
because individual machines are co-related
- MTR relies mainly on explicit procedure knowledge However several projects and railway
extensions make frequent changes in the system As such MTR becomes more rely on the
tacit knowledge possessed by its employees
- MTR had pursued technologies (eg SharePoint and Web-based discussion groups) to
support knowledge management The company had set-up the platform but there was no
expertise to customize particular application Staff had just used these softwares as rituals
rather than knowledge capturing or sharing platform
942 Recommendations
- To enhance people-to-document through more on-the-job training and develop an electronic
document system that codifies stores disseminates and allows reuse of knowledge for AFC
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Page 35 of 72
- MTR had successfully applied the SharePoint in projects and railway extensions as pilot
Because of the reuse economics MTR shall further extend the application of SharePoint in
Operations Department and arrange expertise to customize the application for AFC
- Establishment and use of communities of AFC to support socialisation capture and reuse of
knowledge To enhance socialisation through more job attachments meetings and group
projects
- To enhance internalisation through more training case studies and presentations
- To motivate staff to setup amp maintain KMS for ongoing operations
bull Physiological need
ndash Review salary by staff performance
ndash Clear reward system
bull Safety need
ndash Job is secured even though share knowledge with others
ndash Training for staff without enough skill
bull Belongingness need
ndash Knowledge sharing (eg Share knowledge in SharePoint)
ndash More team activity (eg Work Improvement Team for AFC)
bull Self esteem need
ndash Social relationship with other
ndash After-office-hour activities
ndash Promotion opportunity
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10 Implementation Strategies and Plan
Below are the implementation strategies and plans
101 Use Information Technologies and Existing Resources
Based on Item 94 of KM analysis and recommendation below are the implementation details and
strategies Information technologies will be used as practical tools for activities mainly performed
and directed by humans to achieve real knowledge-based organizations Further it is inclined to use
existing resources and infrastructure due to time and budget constraints
102 Web-based Technologies
Among information technologies the web-based collaborative tools such as Wiki are very
successful and made it possible for corporate employees to continuously contribute and access
information to and from the central repository Virtual world further increased collaborative
opportunities in the process of knowledge sharing In virtual world a team can work synchronously
The new generations of virtual world tools allow the team not only meet and exchange ideas verbally
but also document them by creating processes procedures and diagrams of concepts that are
explicitly formed one part of the base of organizational knowledge
103 Codification Approach
One strategy to KM involves active management of knowledge (push strategy) In such an instance
individuals strive to explicitly encode their knowledge into a shared knowledge repository such as a
database as well as retrieving knowledge they need which other individuals have provided to the
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Page 37 of 72
repository This is also commonly known as codification approach to KM In the below section
SharePoint will be used to implement a shared knowledge repository
104 Personalization Approach
Another strategy to KM involves individuals who make requests for knowledge from experts
associated with a particular subject on an ad hoc basis (pull strategy) In such an instance experts
can provide their insights to the particular person or people who need this information This is also
commonly known as the personalization approach to KM In the below section MTR Creators will
be used to implement an E-Discussion Forum Within MTR Creators Subject Matter Advisor (SMA)
will act as an expert to provide feedback to particular questioner
105 KM Mechanisms
Knowledge can be accessed at three stages of ldquobeforerdquo ldquoduringrdquo and ldquoafter KM-related activities
Different organizations have tried various knowledge capture incentives including making content
submission mandatory and incorporating rewards into performance measurement plans as motivation
Whenever staff found that KMS is useful for them or once the habit of contributing sharing and
accessing knowledge is instilled incentivesmotivation are no longer required In the below section
rewards scheme will be incorporated into Annual Performance Appraisal to evaluate the contribution
of KM
106 Knowledge Management Software
Knowledge Management Software is a subset of enterprise content management software which
contains a range of software that specializes in the way information is collected stored andor
accessed The knowledge management is based on a range of practices used by an individual a
Improving Productivity amp Sustainability Through KMS
Page 38 of 72
business and a large corporation to identify create represent and redistribute information for a
range of purposes Software that enables an information practice or range of practices at any part of
the processes of information management can be deemed as information management software A
subset of information management software emphasizes an approach to build knowledge out of
information that is managed or contained which is often called knowledge management software
107 Selection of Knowledge Management Software
In 2008 and 2009 MTR had spent a lot of resources and make huge investments in the latest
technologies (eg SharePoint 2007) systems (MTR Creators) and infrastructures to support
knowledge management Furthermore these knowledge management software tools have the
advantages of using organizationrsquos existing information technology infrastructure with supporting by
senior management Additionally there was no funding for the implementation of this project
Hence existing resources will be made good use of building the application for AFC instead of
sourcing alternative software
1071 SWOT Analysis
In the following table a SWOT analysis is conducted SharePoint (existing resources) and PC Base
Expert System are selected for comparison The aim is to select the right technology to build the
web-base knowledge repositories
SharePoint PC Base Expert System
Strength
(1) Because of existing resources
(introduced in end 2008) it is not required
(1) Can develop as artificial
intelligence by means of Case-
Improving Productivity amp Sustainability Through KMS
Page 39 of 72
to raise funding
(2) Minimum user training
(3) Just need to do the setup customization
and administrative work
(4) Web-base document library can also
fulfill business objectives
(5) Relative easy to do the setup
customization amp administration
based or rule-Based reasoning
systems
(2) Can develop as web-base
library
(3) Fulfill business objectives
Weakness
Expertise to do setup customization amp
administration
(1) Need to raise additional cost
Relative longer development time
(2) Need expertise to develop
Opportunities
(1) Relative easy to get short win
(2) Management support in prior
More applications by means of
Case-based or rule-based
reasoning systems
Threat
Limited applications Higher cost but other technologies
may fulfill the same objectives
In the following table SWOT analysis is conducted MTR Creators (existing resources) and Yahoo
Knowledge are selected for comparison The aim is to select the right collaborative technology
(groupware etc) to build an E-discussion forum
Improving Productivity amp Sustainability Through KMS
Page 40 of 72
MTR Creators Yahoo Knowledge
Strength
(1) Because of existing resources
(introduced in end 2009) it is not required
to raise funding
(2) Minimum user training
(3) Just need to do the setup
customization and administrative work
(4) The web-base discussion forum can
fulfill business objectives
(1) Able to fulfill business
objectives
(2) Attractive MMI
(3) With scoring system to
encourage people to participate
(4) High degree of information
(5) Open to public
(6) No need to do setup
Weakness
(1) Limited to internal expertise
(2) Need to do the setup customization amp
administration work
Insufficient knowledge for specific
systems
Opportunities Management support in prior No cost is required
Threat
Have redundancy by means of Email or
other technologies
The answer has no guarantee
After analyzed SharePoint is selected to build web-base knowledge repositories because of no cost
and short implementation time while MTR Creators is selected to build an E-discussion forum with
the same reason More important both technologies are able to fulfill business objectives
108 Implementation Approaches
Both SharePoint and MTR Creators were not widely adopted at the beginning (mid of 2009) This
was because no expertise was willing to do the customization setup and administration work for the
Improving Productivity amp Sustainability Through KMS
Page 41 of 72
particular applications within the department In light of this these resources will be made good use
of and tried to maximize the utilization of these technologies and existing infrastructure In the
below sections setup customization and administrative works for SharePoint and MTR Creators
will be conducted The purpose is to build an E-document library and E-discussion forum to in line
with KM mechanisms
Improving Productivity amp Sustainability Through KMS
Page 42 of 72
109 Implementation Plan
Below is the project timeline In Jan 2010 all the setup and customization works for AFC had been completed In Feb 2010
application for these technologies together with other KM mechanisms had been started AFC SDT and other AFC team with a total
of about 22 staff were selected to apply the KMS for AFC In Jan 2010 a questionnaire had been sent to them to collect their needs
for AFC and their views for KMS In Jun 2010 another questionnaire had been sent to them to collect their comments after applying
the KMS for five months
November January February March April May
1 Review business context
2 Problem statement
3 Define project objective amp scope
4 Literature review
5 Data collection amp assessment
6 Implementation
7 Performance evaluation amp control
8 Submit project report
Tasks2009 2010
DescriptionJuneDecember
Improving Productivity amp Sustainability Through KMS
Page 43 of 72
1010 SharePoint
Microsoft SharePoint also known as Microsoft SharePoint Products and Technologies is a content
management system with integrated search functionality developed by Microsoft that allows users to
work in a web-based collaborative environment Microsoft provides certain built-in functionality and
third party developers can also develop custom modifications to extend functionalities
SharePoint is a collection of products and software elements that includes among a growing selection
of components web browser based collaboration functions process management modules search
modules and a document-management platform SharePoint can be used to host web sites that access
shared workspaces information stores and documents as well as host defined applications such as
wikis and blogs All users can manipulate proprietary controls called web parts or interact with
pieces of content such as lists and document libraries
10101 Background of Corporate Document Management System at MTR
In year 2008 MTR selected Microsoft SharePoint 2007 as the future document management platform
This platform became part of the infrastructure of Document Management System (DMS) for all
departments and supported the on-going document management needs of MTR Corporation
In mid 2008 the DMS platform was established by IT department in MTR The application setup and
administration work was relied on individual department In end 2008 these two pilot trials were
rolled out with satisfactory result which interested other departments to migrate their legacy system
into e-library Basically the application setup and ownership were released to individual department
The DMS consists of Document Libraries owned by various departments and working groups Please
Improving Productivity amp Sustainability Through KMS
Page 44 of 72
refer below Figure 5 for Enterprise Information Portal After clicking the DMS in Figure 5 the site
hierarchy tree of Document Libraries folders were expanded as illustrated in Figure 6
Figure 5 Figure 6
Referring to Figure 6 the Site Hierarchy Tree shows the document libraries that are available
in corresponding departmentrsquos folder The Document Libraries is a place on a site where user can
create share and update files It contains custom properties that stores metadata of files in the libraries
and also provides fine-grained security for granting access to those files The Document Libraries are
owned by various departments and working groups in the Operations Division Respective owner
possesses the autonomy to control who can access and to what extent under the Document Libraries
Due to various issues (for example some departments are not familiar with Information System setup
and not willing to take up the duties and responsibilities of being an administrator etc) the application
of SharePoint was not widely adopted in Operations Division
Improving Productivity amp Sustainability Through KMS
Page 45 of 72
10102 Use SharePoint as E-Document Library for AFC
Before 2009 SharePoint had never been applied to AFC knowledge management activities In Jan
2010 the initial set up share folder creation and the knowledge sharing activities for AFC among all
my staff had been conducted I acted as an Administrator role to govern knowledge management
activities in SharePoint Basically Administrators needed to manage the access permission and folder
structure of individual document libraries Meanwhile other working teams were encouraged to share
their knowledge and useful documents in SharePoint Before starting these activities in SharePoint the
following setup was required to arrange
10103 Created the folder structure
In the below Figure 7 the folder structure of a document library at Site Hierarchy called AFC SDT
was created AFC staff could add files to the library and other people can make changes to them
Those changes would be stored in the library at server not at their own computers And other people
could easily access the files by using a Web browser provided that they have been granted the
permissions to do so
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Page 46 of 72
Figure 7 Figure 8
10104 Define Content Types
In the above Figure 8 the content type was defined which is suitable for AFC application A content
type is used to define the attributes of a document Each content type can store different attributes in
the document library and also can associate with different document library For example all
deliverable documents in a project file may require a set of attributes such as project code and project
owner By creating a project content type the required information such as project code must be
assured and the project owner will be associated with all variants of user deliverable documents for
AFC
10105 File Permission Settings
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Page 47 of 72
In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
Improving Productivity amp Sustainability Through KMS
Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
Improving Productivity amp Sustainability Through KMS
Page 49 of 72
Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
Improving Productivity amp Sustainability Through KMS
Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
Improving Productivity amp Sustainability Through KMS
Page 51 of 72
Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
Improving Productivity amp Sustainability Through KMS
Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
Improving Productivity amp Sustainability Through KMS
Page 53 of 72
PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
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10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
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11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 8
Improving Productivity amp Sustainability Through KMS
Page 6 of 72
According to Robbins and Coulter Knowledge Management (KM) involves cultivating a
learning culture where organizational members gather knowledge systematically and share it
with others within the organization so as to achieve better performance I will try to make it
easy for AFCSDT staff to communicate and share their knowledge in order that they can
learn other ways to do their jobs more effectively and efficiently and eventually improve
AFC performance as well as organizational performance
Refer to Becerra-Fernandez et al (2004) employees sharing knowledge with one another
the turnover rates were reduced thereby positively affecting revenue and profit The
development of AFC KMS will provide AFCSDT with solutions to problems they face in
case those problems have been encountered earlier and effectively addressed Ultimately
AFCSDT can be trained as AFC experts and thus AFC knowledge can be on-going stored
shared and maintained in AFC KMS
Improving Productivity amp Sustainability Through KMS
Page 7 of 72
7 Process Management
The project objective is defined and linked to business objectives The next step is to conduct
literature review and KM assessment before implementation In Figure 1 it shows the
processes and workflows of this project The below sections will go through all necessary
processes
8 Literature Review
81 Business Definition for Leavitts Diamond (LD)
Analysis Assessment amp Apply
Business Objective
KM Assessment
PROBLEM STATEMENT Project Objective
STRATEGY Formulation of a PLAN
CHANGE Mechanisms amp Technologies
IMPLEMENTATION
PERFORMANCE Evaluation amp Control
Literature Review
Figure 1 - Project Workflow
ENVIRONMENT ORGANIZATION
Motivation Maintain the system until mature
Improving Productivity amp Sustainability Through KMS
Page 8 of 72
LD is a model for analyzing management change developed by Harold J Leavitt Leavitts
Diamond is based on the idea that it is rare for any change to occur in isolation Leavitt sees
technology tasks people and the organizational structure in which they function as four
interdependent variables visualized as the four points of a diamond Change at any one point
of the diamond will impact some or all of the others Thus a changed task will necessarily
affect the people involved in it the structure in which they work and the technology that
they use Failure to manage these interdependencies at critical times of change can create
problems Managing of equilibrium of four elements was essential to the corporation Please
refer below Figure 2 for LD
Figure 2 - Leavitts Diamond (LD)
Due to staff retirement and outsourcing of AFC maintenance service AFC knowledge will
subsequently be lost According to LD the change in ldquopeoplerdquo (staff retirement) and
ldquobusiness processrdquo (from in-house maintenance to outsourcing) will affect other variables As
the change of organization structure is comparatively hard it is then considered to have
Improving Productivity amp Sustainability Through KMS
Page 9 of 72
ldquotechnologyrdquo change to maintain the equilibrium of LD KM can then be adopted as a tool to
keep the key knowledge of AFC
82 Rapid Change in Business Processes
Companies must try to change their business approaches so as to survive in the rapid
changing environment especially to enter the global markets However Wiig (2004) pointed
out that there are six major challenges of which companies need to do in order to survive in
the rapid changing environment
The increase of knowledge-intensive work leads to the creation and delivery of better
and greater complexity of management and operating practices
Due to globalization the pressure has been arisen This results in the changing of the
nature of business in the competitive environment It is therefore needed to inform
customers and increase dependence on intellectual capital
Different complex practices in management operational and technical approaches are
bought in such as the new generation of knowledge management advancement of
information management and technology as well as explicit people-focused knowledge
management
Technology business conditions regulatory and legal requirements practices and
demands are changing faster than ever expected
Workers are now demanding more involvement in work They are less satisfied with
traditional employment conditions
Traditional training and education are often exceeded the time than allocated
83 Changing in Technology People and Structure
Improving Productivity amp Sustainability Through KMS
Page 10 of 72
Wiig (2004) stated that these challenges can be addressed by the below listed four
management initiatives
Organization has to widely disseminate and provide systematic and comprehensive
knowledge management guided by management
Organization has to promote integrative management practices not only on personal but
also to departments and business unit at all levels so as to achieve the common goals of
collaboration and understanding KM
Organization has to foster and capitalize its intellectual capital and assets operational
and strategic value of human capital and information capital
Organization has to provide competitive products and establish people-focused
management and organization of knowledge-related work
84 Survival in Rapid Changing Environment through Knowledge
Management
Wiig (2004) stated that global economy demands excellence Many companies are trying to
maintain at the top position by innovating faster than their competitors in order to survive
Companies must carefully manage knowledge-intensive work It refers to the high
performing people to deal with the intellectual work In fact work intensity is a function
which includes at least the four factors as shown below
In normal situation the degree of knowledge intensity is determined by the amount of
knowledge needed to deliver competent work
Knowledge intensity is influenced subject to the variety of challenges of which people
handle competently
Improving Productivity amp Sustainability Through KMS
Page 11 of 72
The degree of knowledge will increase in high-value situations where the consequences
of errors are large
The degree of knowledge intensity is parallel to the swiftness of action
85 Definition for Knowledge Management (KM)
According to Robbins and Coulter (2005) Knowledge Management (KM) involves
cultivating a learning culture where organizational members systematically gather and share
knowledge with others within the organization so as to achieve better performance
Management must try to make it easy for staff to communicate and share their knowledge in
order that they can learn from other ways to do their jobs more effectively and efficiently and
eventually improve organizational performance
According to Becerra-Fernandez et al (2004) knowledge is first created in peoplesrsquo minds
A company must identify ways to encourage and stimulate the ability of employees to
develop new knowledge Besides company must enable effective ways to elicit represent
organize re-use and renew this knowledge The people using KM systems are the integral
part of the KM systems Moreover a company needs to use social mechanisms and
technologies to facilitate knowledge workers to discover share and apply their knowledge
KM comprises a range of strategies and practices used in an organization to identify create
represent distribute and enable adoption of insights and experiences Such insights and
Improving Productivity amp Sustainability Through KMS
Page 12 of 72
experiences comprise knowledge either embodied in individuals or embedded in
organizational processes or practice
An established discipline since 1991 (see Nonaka 1991) KM includes courses teaching in the
fields of business administration information systems management and library and
information sciences More recently other fields have started contributing to KM research
these include computer science information and media
KM efforts have a long history to include on-the-job discussions formal apprenticeship
discussion forums corporate libraries professional training and mentoring programs More
recently with the increased use of computers in the second half of the 20th century specific
adaptations of technologies such as knowledge bases expert systems knowledge repositories
group decision support systems intranets and computer supported cooperative work have
been introduced to further enhance such efforts
86 Definition for Knowledge Management Systems (KMS)
In 1999 the term personal knowledge management was introduced which refers to the
management of knowledge at the individual level (Wright 2005) In terms of the enterprise
early collections of case studies recognized the importance of knowledge management
dimensions of strategy process and measurement (Morey Maybury amp Thuraisingham 2002)
Key lessons learned included people and the cultures that influence their behaviors are the
single most critical resource for successful knowledge creation dissemination and
application cognitive social and organizational learning processes are essential to the
success of a knowledge management strategy and measurement benchmarking and
Improving Productivity amp Sustainability Through KMS
Page 13 of 72
incentives are essential to accelerate the learning process and to drive cultural change In
short knowledge management programs can yield impressive benefits to individuals and
organizations if they are purposeful concrete and action-oriented More recently with the
advent of the Web 20 the concept of knowledge management has evolved towards a vision
more based on people participation and emergence
According to Becerra-Fernandez et al (2004) knowledge management mechanisms such as
mentoring retreats etc are organizational or structural means used to promote knowledge
management (KM) The use of leading-edge information technologies (IT) (eg Web-based
conferencing) to support KM mechanisms enables dramatic improvement in KM Knowledge
Management Systems (KMS) is the synergy between latest technologies and socialstructural
mechanisms In summary Knowledge Management System (KMS) refers to the Latest
Technology plus SocialStructural Mechanisms Please refer below table for the relationship
between KM processes mechanisms and corresponding technologies
KM
Processes
KM
Systems
KM Sub-
Processes
Illustrative KM
Mechanisms
Illustrative KM
Technologies
Knowledge
Discovery
Knowledge
Discovery
System
Combination Meetings telephone
conversations and
documents
collaborative creation
of documents
Databases web-based
access to data data
mining repositories of
information Web
portals best practices
and lessons learned
Improving Productivity amp Sustainability Through KMS
Page 14 of 72
KM
Processes
KM
Systems
KM Sub-
Processes
Illustrative KM
Mechanisms
Illustrative KM
Technologies
Socialization Employee rotation
across departments
conferences
brainstorming
retreats cooperative
projects initiation
Video-conferencing
electronic discussion
groups e-mail
Knowledge
Capture
Knowledge
Capture
Systems
Externalization Models prototypes
best practices lessons
learned
Expert systems chat
groups best practices
and lessons learned
databases
Internalization Learning by doing
on-the-job training
learning by
observation and face-
to-face meetings
Computer-based
communication AI-
based knowledge
acquisition computer-
based simulations
Knowledge
Sharing
Knowledge
Sharing
Systems
Socialization See above See above
Exchange Memos manuals
letters presentations
Team collaboration
tools web-based access
to data databases and
repositories of
information best
Improving Productivity amp Sustainability Through KMS
Page 15 of 72
KM
Processes
KM
Systems
KM Sub-
Processes
Illustrative KM
Mechanisms
Illustrative KM
Technologies
practices databases
lessons learned systems
and expertise locator
system
Knowledge
Application
Knowledge
Application
Systems
Direction Traditional
hierarchical
relationships in
organizations help
desks and support
centers
Capture and transfer of
expertsrsquo knowledge
troubleshooting systems
and case-based reasoning
systems decision
support systems
Routines Organizational
policies work
practices and
standards
Expert systems
enterprise resource
planning systems
management information
systems
87 Motivation
Referring to Gary amp Alan (2008) motivation is an extent to which persistent effort is
directed toward a goal Effort persistence direction and goal are important elements to
achieve motivation
Improving Productivity amp Sustainability Through KMS
Page 16 of 72
According to Becerra ndashFernandez et al 2004 KM is directly linked to what people know
and how what they know can support business and organizational objectives It draws on
human competency intuition ideas and motivations In light of this motivation is one of the
important elements which cannot be ignored during the implementation of KM Motivation
can positively influence and encourage staff to contribute continuously their efforts towards
the successful attainment of KM
With reference to Wikipedia there is a number of claims exist as to the motivations leading
organizations to undertake a KM effort Typical considerations driving a KM effort include
making available increased knowledge content in the development and provision of products
and services as well as achieving shorter new product development cycles and etc
871 Need Theory of Work Motivation
According to Gary amp Alan (2008) the Need Theory specified what kinds of needs people
have and the conditions under which they will be motivated to satisfy these needs in a way
that contributes to better performance Needs are physiological and psychological wants or
desires that individuals can satisfy by acquiring certain incentives or achieving particular
goals It is the behaviour stimulated by this acquisition process that reveals the motivational
character of needs According to Maslowrsquos Hierarchy of Needs motivation can be divided
into intrinsic and extrinsic as shown in Figure 3
Improving Productivity amp Sustainability Through KMS
Page 17 of 72
The unsatisfied need category at the lowest-level has the greatest motivating potential The
best motivation depends on the personrsquos position in the need hierarchy According to Maslow
individuals are motivated to satisfy their physiological needs before they reveal an interest in
safety needs Thus safety needs must be satisfied before social needs become motivational
and so on
872 Goal Setting Theory and Management by Objectives
According to Robbins and Coulter (2005) goal setting is a motivational technique that uses
specific challenging and acceptable goals and provides feedback to enhance performance
The two main categories are learning goals and performance goals Learning goals are
process-oriented goals that focus on learning and enhancing the understanding of a task and
the use of task strategies Performance goals are outcome-oriented goals that focus on the
achievement of specific performance outcomes
Physiological
Safety
Belongingness
Self-esteem
Self-actualization
Intrinsic Motivation
Extrinsic Motivation
Figure 3 ndash Maslowrsquos Hierarchy of Needs
Improving Productivity amp Sustainability Through KMS
Page 18 of 72
According to Robbins and Coulter (2005) Management by Objectives (MBO) is an elaborate
goal-setting and evaluation process that organizations typically use for management tasks
Objectives for the organization as a whole are developed by top management and diffused
down and translated into specific behavioural objectives for individual members to achieve
through the process of planning motivating evaluating and reward
873 Job Characteristics Model (JCM)
According to Robbins and Coulter (2005) JCM specified the job characteristics and used to
redesign work to make it more motivated Referring to Figure 4 below it describes how the
first three dimensions ndash skill variety task identity and task significance ndash combine to create
meaningful work From a motivational standpoint JCM suggests that internal rewards are
obtained when an employee learns (knowledge of results through feedback) that he or she
personally (experienced responsibility through autonomy of work) has well performed on a
task that he or she cares about (experienced meaningfulness through skill variety task
identity andor task significance) The more these three conditions characterize a job the
greater the employeersquos motivation
Improving Productivity amp Sustainability Through KMS
Page 19 of 72
Figure 4 ndash Job Characteristic Models (JCM)
9 Scope of Work
The major scope to keep knowledge for AFC is to ensure no negative impact during changes
in business environment My key assignment is to train AFCSDT as AFC expert in the
coming two years KMS will be applied to leverage their knowledge and build a reservoir
for AFC knowledge Meanwhile motivation theory will also be applied to ensure ongoing
operations until the KMS become an organizational culture in the department AFCSDT
would strengthen contractor monitoring supervision and TampC activities to ensure no adverse
impact after outsourcing new projects or stationrailway extensions
91 How do I manage their motivation forces
In December 2009 six technicianssenior technicians were redeployed to my section and
under my supervision With reference to the results of other departments the initial setup of
Improving Productivity amp Sustainability Through KMS
Page 20 of 72
KMS might not be difficult but to keep a momentum to maintain the KMS as departmental
culture would be a real challenge It is because there are several inherent personnel issues as
below
- Employees always think that their special skill and knowledge are eroding
- Employees will think that KMS is an extra task other than normal duties hence they will
be reluctant to involve in it
- Fear of job securityredundancy
- Normal working hours are already occupied by day-to-day duties therefore not much
time can be spared to handle additional KM activities
Because of the captioned reasons motivation techniques must be applied to tempt staff to use
KMS In addition it is essential to keep the momentum forces of KMS and to ensure
sufficient driving forces of motivation within the team until using KMS become departmental
culture According to Maslowrsquos Hierarchy of Needs motivation can be achieved by the
below techniques
Maslowrsquos Hierarchy of
Needs
Propose motivation techniques
Physiological
1 Review salary by staff performance in relation to KMS
2 Clear reward system
Safety
1 Job is secured even though share knowledge with other
2 Training for staff without enough skill
Belongingness 1 Knowledge sharing
Improving Productivity amp Sustainability Through KMS
Page 21 of 72
Maslowrsquos Hierarchy of
Needs
Propose motivation techniques
2 More team activity
Self esteem
1 Social relationship with other
2 After-office-hour activities
3 Promotion opportunity
92 Qualitative Measures
In order to identify existing KM processes qualitative measures will be used Questionnaire
and informal chatting with the technicians and engineers were arranged in January 2010
Please refer Appendix 2 for the questionnaire
93 KM Assessment
Firstly an assessment for contingent factors will be conducted This is to evaluate the effect
of knowledge and task characteristics environmental and organizational characteristics
before selecting appropriate KM processes Secondly methodology will be assessed This is
to identify task-oriented key processes assess the contingency factors prioritize assess the
KM infrastructure and develop additional needed KM systems mechanisms and
technologies applied to AFC The eight steps are required to go through and are summarized
as below The elaboration of each steps are detailed in the following tables
1 Identify task-oriented key processes
2 Assess the contingency factors
Improving Productivity amp Sustainability Through KMS
Page 22 of 72
3 Identify the KM processes based on each contingency factor
4 Prioritize the needed KM processes
5 Identify the existing KM processes
6 Identify the additional needed KM processes
7 Assess the KM infrastructure
8 Develop additional needed KM systems mechanisms and technologies
Improving Productivity amp Sustainability Through KMS
Page 23 of 72
Steps 1 amp 2 ndash Identify task-oriented key processes and assess the contingency factors
Business
Objectives Major Processes Sub-processes
Assess the Contingency Factors
Task Characteristics Knowledge Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environmental
Uncertainty =
High or Low
Task
Uncertainty =
High or Low
Task
Dependence =
High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain key
knowledge for
AFC
Form a special team for
AFC work
Form an AFC
Special Duty Team
(AFCSDT)
Low NA NA NA Large NA NA
Strengthen training and
practice for AFCSDT
Arrange formal
training Low Low Explicit Procedural Large Low cost Low
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Build a knowledge
database for AFC
Establish a
knowledge database Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Ensure no
operations
impact during
outsource of
AFC
maintenance
service
Capture key knowledge
from experience staff
Arrange job
attachment to
experience staff
NA NA Both NA Small Low cost Low
Ensure maintenance
contractor have
competence to maintain
the system
Share knowledge
with collaboration
partners
Low High Tacit Both Small Low cost Low
Strengthen contractor
monitoring and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low
Ensure no
operations
impact during
new project or
new
stationline
opening
Ensure new system to
implement according to
Particular
Specification(PS)
Capture useful
information from PS Low Low Explicit Procedural
Small (conduct
by small team) Low cost Low
Capture useful
information for test
amp commissioning
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Ensure defects are
resolved before putting
the new system into
operations
Resolve all defects
before handover NA NA Both Both
Large (done by
whole Section) Low cost Low
Improving Productivity amp Sustainability Through KMS
Page 24 of 72
Steps 3 ndash Identify the KM processes based on each contingency factor
Characteristic LevelType Recommended KM Processes
Organization
Size
Small Knowledge sharing (socialization)
Knowledge application (direction)
Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Large Knowledge sharing (exchange)
Knowledge application (routines)
Knowledge discovery (combination)
Knowledge capture (externalization internalization)
Business Strategy
Low cost Knowledge application (direction routines)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Differentiation Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Environmental
Uncertainty
Low Knowledge sharing (socialization exchange)
Knowledge capture (externalization internalization)
High Knowledge discovery (combination socialization)
Knowledge application (direction routines)
Improving Productivity amp Sustainability Through KMS
Page 25 of 72
Steps 3 ndash Identify the KM processes based on each contingency factor
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain
key
knowledge
for AFC
Form a
special team
for AFC
work
Form an
AFC Special
Duty Team
(AFCSDT)
Low NA NA NA Large NA NA NA
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Low Low Explicit Procedural Large Low cost Low
Knowledge capture
(externalization
internalization)
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Knowledge sharing
(socialization
exchange)
Build a
knowledge
database for
AFC
Establish a
knowledge
database
Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Knowledge capture
(externalization
internalization)
Ensure no
operations
impact
during
outsource
of AFC
maintenanc
e service
Capture key
knowledge
from
experience
staff
Arrange job
attachment to
experience
staff
NA NA Both NA Small Low cost Low
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Ensure
maintenance
contractor
have
Share
knowledge
with
collaboration
Low High Tacit Both Small Low cost Low
Knowledge sharing
(socialization
exchange)
Improving Productivity amp Sustainability Through KMS
Page 26 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
competence
to maintain
the system
partners
Strengthen
contractor
monitoring
and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low NA
Ensure no
operations
impact
during new
project or
new
stationline
opening
Ensure new
system to
implement
according to
Particular
Specification
(PS)
Capture
useful
information
from PS
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Capture
useful
information
for test amp
commissioni
ng
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Ensure
defects are
resolved
before
putting the
new system
into
operations
Resolve all
defects
before
handover
NA NA Both Both Large (done by
whole Section) Low cost Low
Knowledge
application
(direction
routines)
Improving Productivity amp Sustainability Through KMS
Page 27 of 72
Steps 4 ndash Prioritize the needed KM processes
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
Maintain
key
knowledg
e for AFC
Form a
special
team for
AFC
work
Form an
AFC
Special
Duty Team
(AFCSDT)
No OK NA NA No NA NA NA 0 1 2 05
Strengthe
n training
and
practice
for
AFCSDT
Arrange
formal
training
No No OK Yes No Yes No
Knowledge
capture
(externalizatio
n
internalization
)
2 1 4 25
Conduct
drill
exercise
No OK OK OK Yes Yes No
Knowledge
application
(direction
routines)
2 3 2 35
Build a
knowledg
e database
for AFC
Establish a
knowledge
database
OK Yes Yes OK Yes Yes No
(1)
Knowledge
capture
(externalizatio
n
internalization
)
(2)
Knowledge
application
(routines)
4 2 3 5
Ensure no
operations
Capture
key
Arrange on-
the-job NA OK Yes OK Yes Yes No
Knowledge
sharing 3 2 1 4
Improving Productivity amp Sustainability Through KMS
Page 28 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
impact
during
outsource
of AFC
maintenan
ce service
knowledg
e from
experienc
e staff
training to
experience
staff
(socialization
exchange)
Ensure
maintenan
ce
contractor
are
compete
to
maintain
the
system
Share
knowledge
with
collaboratio
n partners
No Yes Yes OK Yes Yes No
(1)
Knowledge
sharing
(socialization
exchange) (2)
Knowledge
application
(direction
routines)
4 1 1 45
Strengthen
contractor
monitoring
and
supervision
NA NA No Yes No Yes No
Knowledge
application
(routines)
2 0 3 2
Ensure no
operations
impact
during
new
project or
new
stationlin
e opening
Ensure
new
system to
implemen
t
according
to
Particular
Specificat
ion(PS)
Capture
useful
information
from
Particular
Specificatio
n
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
)
3 0 4 3
Capture
useful
information
for test amp
commissioni
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
3 0 4 3
Improving Productivity amp Sustainability Through KMS
Page 29 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
ng )
Ensure
defects
are
resolved
before
putting
the new
system
into
operations
Resolve all
defects
before
handover
the system
NA NA OK Yes No Yes No
Knowledge
application
(direction
routines)
3 1 2 25
Yes = 1 OK = 05 No = 0
Improving Productivity amp Sustainability Through KMS
Page 30 of 72
Steps 5 amp 7 ndash Identify the existing KM processes and assess the KM infrastructure
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
5
Build a
knowledge
database for
AFC
Establish a
knowledge
database
(1) Knowledge
capture
(externalization
internalization)
(2) Knowledge
application
(routines)
Centralize
technical
library
Intranet to
keep Work
Instruction
(WI)
procedure and
drawings
Top
management
support
Relies
mainly on
paper-based
central
library and
intranet
Intranet
calendaring
Web-based
discussion
group Staff are
willing to
share
informati
on and
knowledg
e
PC
training
room and
on-site
equipmen
t
Yes but
low
efficiency
No as
system
complexity
became
higher the
effectiveeff
iciency was
dropped due
to poor
organizing
of
information
and
knowledge
45
Ensure
maintenance
contractor
have
competence
to maintain
the system
Share
knowledge
with
collaboration
partners
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Arrange
formal
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Relied on
Email and
SharePoint
PC based
Internet and
SharePoint
Yes
Yes but
needs to
ensure new
staff(due to
turnover)
are also
competence
4
Capture key
knowledge
from
Arrange on-
the-job
training to
Knowledge
sharing
(socialization
Learning by
observation
and practice
Email and
word
processing
Mentorship
PC based
Intranet
Email and
Yes but
low
efficiency
No because
mentorship
scheme
Improving Productivity amp Sustainability Through KMS
Page 31 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
experience
staff
experience
staff
exchange) documents Microsoft
Office
applications
could only
arrange one
or two staff
for job-
attachment
35
Strengthen
training and
practice for
AFCSDT
Conduct drill
exercise
Knowledge
application
(direction
routines)
Learning by
practice
Relied on
Microsoft
Office
applications
Yes
Yes but
there is no
plan to
conduct the
drill and the
report did
not organize
in proper
manner
3
Ensure new
system to
implement
according to
Particular
Specificatio
n
Capture useful
information
from PS Knowledge
capture
(externalization
internalization)
Face-to-face
project
meetings
Project
submissions
by Email
Incentives link
to
performance
appraisal
Relied on
Email and
Sharepoint
PC based
Internet and
Sharepoint
Contracto
r are
willing to
share
informati
on with
client
PC
meeting
rooms and
site
environm
ent
Yes Yes Capture useful
information
for test amp
commissionin
g
25
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Knowledge
capture
(externalization
internalization)
Classroom
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Top
management
encouragemen
t
Part of staff
developmen
t
programme
PC based
Intranet
Email and
Microsoft
Office
applications
Staff are
willing to
learn
PC
meeting
rooms and
site
environm
ent
Yes
Yes but the
training
material did
not organize
in proper
manner
Ensure Resolve all Knowledge Face-to-face Email and Incentives link Part of pre- Maintain Yes Yes
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Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
defects are
resolved
before
putting the
new system
into
operations
defects before
handover the
system
application
(direction
routines)
project
meetings
word
processing
documents
to
performance
appraisal
commissioni
ng activities
higher
performan
ce
standard
2
Ensure
maintenance
contractor
have
competence
to maintain
the system
Strengthen
contractor
monitoring
and
supervision
Knowledge
application
(routines)
Face-to-face
performance
review
meetings
Part of post-
commissioni
ng activities
Yes Yes
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Steps 8 ndash Develop additional needed KM systems mechanisms and technologies
Priority Major Processes Sub-processes Recommended KM Processes Develop Additional Needed KM Systems
Mechanisms Technologies
5 Build a knowledge
database for AFC
Establish a knowledge
database
(1) Knowledge capture
(externalization internalization)
(2) Knowledge application
(routines)
Convert AFC knowledge into explicit
forms
(1) Apply SharePoint to build a
document-management platform for
AFC SharePoint needs to be
customized the architecture for AFC
As such it becomes an access shared
workspaces information stores and
documents
(2) Apply MTR Creator (Web-based
discussion groups) to share
knowledge for AFC
45
Ensure maintenance
contractor have
competence to
maintain the system
Share knowledge with
collaboration partners
(1) Knowledge sharing
(socialization exchange)
(2) Knowledge application
(direction routines)
(1) Utilize of knowledge stored in
SharePoint
(2) Assess the competence level of
maintenance contractor periodically
4
Capture key
knowledge from
experience staff
Arrange on-the-job
training to experience
staff
Knowledge sharing (socialization
exchange)
(1) Capture and transfer of expertsrsquo
knowledge into procedures in
centralize electronic document system
(2) Conduct case study to strengthen
internalization process
35 Strengthen training
and practice for
AFCSDT
Conduct drill exercise Knowledge application (direction
routines)
To share drill report procedures best
practices and lessons learned for AFC
25 Arrange formal training Knowledge capture
(externalization internalization) To share training material for AFC
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94 Analysis and Recommendation
Base on the above Item 93 of KM assessment below are the analysis and recommendation
941 Analysis
- MTR is a large transportation company that pursued a low-cost business strategy to operate
its systems in a safe and reliable manner
- MTR faces low levels of uncertainty because of monopoly AFC tasks are highly dependent
because individual machines are co-related
- MTR relies mainly on explicit procedure knowledge However several projects and railway
extensions make frequent changes in the system As such MTR becomes more rely on the
tacit knowledge possessed by its employees
- MTR had pursued technologies (eg SharePoint and Web-based discussion groups) to
support knowledge management The company had set-up the platform but there was no
expertise to customize particular application Staff had just used these softwares as rituals
rather than knowledge capturing or sharing platform
942 Recommendations
- To enhance people-to-document through more on-the-job training and develop an electronic
document system that codifies stores disseminates and allows reuse of knowledge for AFC
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Page 35 of 72
- MTR had successfully applied the SharePoint in projects and railway extensions as pilot
Because of the reuse economics MTR shall further extend the application of SharePoint in
Operations Department and arrange expertise to customize the application for AFC
- Establishment and use of communities of AFC to support socialisation capture and reuse of
knowledge To enhance socialisation through more job attachments meetings and group
projects
- To enhance internalisation through more training case studies and presentations
- To motivate staff to setup amp maintain KMS for ongoing operations
bull Physiological need
ndash Review salary by staff performance
ndash Clear reward system
bull Safety need
ndash Job is secured even though share knowledge with others
ndash Training for staff without enough skill
bull Belongingness need
ndash Knowledge sharing (eg Share knowledge in SharePoint)
ndash More team activity (eg Work Improvement Team for AFC)
bull Self esteem need
ndash Social relationship with other
ndash After-office-hour activities
ndash Promotion opportunity
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10 Implementation Strategies and Plan
Below are the implementation strategies and plans
101 Use Information Technologies and Existing Resources
Based on Item 94 of KM analysis and recommendation below are the implementation details and
strategies Information technologies will be used as practical tools for activities mainly performed
and directed by humans to achieve real knowledge-based organizations Further it is inclined to use
existing resources and infrastructure due to time and budget constraints
102 Web-based Technologies
Among information technologies the web-based collaborative tools such as Wiki are very
successful and made it possible for corporate employees to continuously contribute and access
information to and from the central repository Virtual world further increased collaborative
opportunities in the process of knowledge sharing In virtual world a team can work synchronously
The new generations of virtual world tools allow the team not only meet and exchange ideas verbally
but also document them by creating processes procedures and diagrams of concepts that are
explicitly formed one part of the base of organizational knowledge
103 Codification Approach
One strategy to KM involves active management of knowledge (push strategy) In such an instance
individuals strive to explicitly encode their knowledge into a shared knowledge repository such as a
database as well as retrieving knowledge they need which other individuals have provided to the
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Page 37 of 72
repository This is also commonly known as codification approach to KM In the below section
SharePoint will be used to implement a shared knowledge repository
104 Personalization Approach
Another strategy to KM involves individuals who make requests for knowledge from experts
associated with a particular subject on an ad hoc basis (pull strategy) In such an instance experts
can provide their insights to the particular person or people who need this information This is also
commonly known as the personalization approach to KM In the below section MTR Creators will
be used to implement an E-Discussion Forum Within MTR Creators Subject Matter Advisor (SMA)
will act as an expert to provide feedback to particular questioner
105 KM Mechanisms
Knowledge can be accessed at three stages of ldquobeforerdquo ldquoduringrdquo and ldquoafter KM-related activities
Different organizations have tried various knowledge capture incentives including making content
submission mandatory and incorporating rewards into performance measurement plans as motivation
Whenever staff found that KMS is useful for them or once the habit of contributing sharing and
accessing knowledge is instilled incentivesmotivation are no longer required In the below section
rewards scheme will be incorporated into Annual Performance Appraisal to evaluate the contribution
of KM
106 Knowledge Management Software
Knowledge Management Software is a subset of enterprise content management software which
contains a range of software that specializes in the way information is collected stored andor
accessed The knowledge management is based on a range of practices used by an individual a
Improving Productivity amp Sustainability Through KMS
Page 38 of 72
business and a large corporation to identify create represent and redistribute information for a
range of purposes Software that enables an information practice or range of practices at any part of
the processes of information management can be deemed as information management software A
subset of information management software emphasizes an approach to build knowledge out of
information that is managed or contained which is often called knowledge management software
107 Selection of Knowledge Management Software
In 2008 and 2009 MTR had spent a lot of resources and make huge investments in the latest
technologies (eg SharePoint 2007) systems (MTR Creators) and infrastructures to support
knowledge management Furthermore these knowledge management software tools have the
advantages of using organizationrsquos existing information technology infrastructure with supporting by
senior management Additionally there was no funding for the implementation of this project
Hence existing resources will be made good use of building the application for AFC instead of
sourcing alternative software
1071 SWOT Analysis
In the following table a SWOT analysis is conducted SharePoint (existing resources) and PC Base
Expert System are selected for comparison The aim is to select the right technology to build the
web-base knowledge repositories
SharePoint PC Base Expert System
Strength
(1) Because of existing resources
(introduced in end 2008) it is not required
(1) Can develop as artificial
intelligence by means of Case-
Improving Productivity amp Sustainability Through KMS
Page 39 of 72
to raise funding
(2) Minimum user training
(3) Just need to do the setup customization
and administrative work
(4) Web-base document library can also
fulfill business objectives
(5) Relative easy to do the setup
customization amp administration
based or rule-Based reasoning
systems
(2) Can develop as web-base
library
(3) Fulfill business objectives
Weakness
Expertise to do setup customization amp
administration
(1) Need to raise additional cost
Relative longer development time
(2) Need expertise to develop
Opportunities
(1) Relative easy to get short win
(2) Management support in prior
More applications by means of
Case-based or rule-based
reasoning systems
Threat
Limited applications Higher cost but other technologies
may fulfill the same objectives
In the following table SWOT analysis is conducted MTR Creators (existing resources) and Yahoo
Knowledge are selected for comparison The aim is to select the right collaborative technology
(groupware etc) to build an E-discussion forum
Improving Productivity amp Sustainability Through KMS
Page 40 of 72
MTR Creators Yahoo Knowledge
Strength
(1) Because of existing resources
(introduced in end 2009) it is not required
to raise funding
(2) Minimum user training
(3) Just need to do the setup
customization and administrative work
(4) The web-base discussion forum can
fulfill business objectives
(1) Able to fulfill business
objectives
(2) Attractive MMI
(3) With scoring system to
encourage people to participate
(4) High degree of information
(5) Open to public
(6) No need to do setup
Weakness
(1) Limited to internal expertise
(2) Need to do the setup customization amp
administration work
Insufficient knowledge for specific
systems
Opportunities Management support in prior No cost is required
Threat
Have redundancy by means of Email or
other technologies
The answer has no guarantee
After analyzed SharePoint is selected to build web-base knowledge repositories because of no cost
and short implementation time while MTR Creators is selected to build an E-discussion forum with
the same reason More important both technologies are able to fulfill business objectives
108 Implementation Approaches
Both SharePoint and MTR Creators were not widely adopted at the beginning (mid of 2009) This
was because no expertise was willing to do the customization setup and administration work for the
Improving Productivity amp Sustainability Through KMS
Page 41 of 72
particular applications within the department In light of this these resources will be made good use
of and tried to maximize the utilization of these technologies and existing infrastructure In the
below sections setup customization and administrative works for SharePoint and MTR Creators
will be conducted The purpose is to build an E-document library and E-discussion forum to in line
with KM mechanisms
Improving Productivity amp Sustainability Through KMS
Page 42 of 72
109 Implementation Plan
Below is the project timeline In Jan 2010 all the setup and customization works for AFC had been completed In Feb 2010
application for these technologies together with other KM mechanisms had been started AFC SDT and other AFC team with a total
of about 22 staff were selected to apply the KMS for AFC In Jan 2010 a questionnaire had been sent to them to collect their needs
for AFC and their views for KMS In Jun 2010 another questionnaire had been sent to them to collect their comments after applying
the KMS for five months
November January February March April May
1 Review business context
2 Problem statement
3 Define project objective amp scope
4 Literature review
5 Data collection amp assessment
6 Implementation
7 Performance evaluation amp control
8 Submit project report
Tasks2009 2010
DescriptionJuneDecember
Improving Productivity amp Sustainability Through KMS
Page 43 of 72
1010 SharePoint
Microsoft SharePoint also known as Microsoft SharePoint Products and Technologies is a content
management system with integrated search functionality developed by Microsoft that allows users to
work in a web-based collaborative environment Microsoft provides certain built-in functionality and
third party developers can also develop custom modifications to extend functionalities
SharePoint is a collection of products and software elements that includes among a growing selection
of components web browser based collaboration functions process management modules search
modules and a document-management platform SharePoint can be used to host web sites that access
shared workspaces information stores and documents as well as host defined applications such as
wikis and blogs All users can manipulate proprietary controls called web parts or interact with
pieces of content such as lists and document libraries
10101 Background of Corporate Document Management System at MTR
In year 2008 MTR selected Microsoft SharePoint 2007 as the future document management platform
This platform became part of the infrastructure of Document Management System (DMS) for all
departments and supported the on-going document management needs of MTR Corporation
In mid 2008 the DMS platform was established by IT department in MTR The application setup and
administration work was relied on individual department In end 2008 these two pilot trials were
rolled out with satisfactory result which interested other departments to migrate their legacy system
into e-library Basically the application setup and ownership were released to individual department
The DMS consists of Document Libraries owned by various departments and working groups Please
Improving Productivity amp Sustainability Through KMS
Page 44 of 72
refer below Figure 5 for Enterprise Information Portal After clicking the DMS in Figure 5 the site
hierarchy tree of Document Libraries folders were expanded as illustrated in Figure 6
Figure 5 Figure 6
Referring to Figure 6 the Site Hierarchy Tree shows the document libraries that are available
in corresponding departmentrsquos folder The Document Libraries is a place on a site where user can
create share and update files It contains custom properties that stores metadata of files in the libraries
and also provides fine-grained security for granting access to those files The Document Libraries are
owned by various departments and working groups in the Operations Division Respective owner
possesses the autonomy to control who can access and to what extent under the Document Libraries
Due to various issues (for example some departments are not familiar with Information System setup
and not willing to take up the duties and responsibilities of being an administrator etc) the application
of SharePoint was not widely adopted in Operations Division
Improving Productivity amp Sustainability Through KMS
Page 45 of 72
10102 Use SharePoint as E-Document Library for AFC
Before 2009 SharePoint had never been applied to AFC knowledge management activities In Jan
2010 the initial set up share folder creation and the knowledge sharing activities for AFC among all
my staff had been conducted I acted as an Administrator role to govern knowledge management
activities in SharePoint Basically Administrators needed to manage the access permission and folder
structure of individual document libraries Meanwhile other working teams were encouraged to share
their knowledge and useful documents in SharePoint Before starting these activities in SharePoint the
following setup was required to arrange
10103 Created the folder structure
In the below Figure 7 the folder structure of a document library at Site Hierarchy called AFC SDT
was created AFC staff could add files to the library and other people can make changes to them
Those changes would be stored in the library at server not at their own computers And other people
could easily access the files by using a Web browser provided that they have been granted the
permissions to do so
Improving Productivity amp Sustainability Through KMS
Page 46 of 72
Figure 7 Figure 8
10104 Define Content Types
In the above Figure 8 the content type was defined which is suitable for AFC application A content
type is used to define the attributes of a document Each content type can store different attributes in
the document library and also can associate with different document library For example all
deliverable documents in a project file may require a set of attributes such as project code and project
owner By creating a project content type the required information such as project code must be
assured and the project owner will be associated with all variants of user deliverable documents for
AFC
10105 File Permission Settings
Improving Productivity amp Sustainability Through KMS
Page 47 of 72
In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
Improving Productivity amp Sustainability Through KMS
Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
Improving Productivity amp Sustainability Through KMS
Page 49 of 72
Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
Improving Productivity amp Sustainability Through KMS
Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
Improving Productivity amp Sustainability Through KMS
Page 51 of 72
Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
Improving Productivity amp Sustainability Through KMS
Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
Improving Productivity amp Sustainability Through KMS
Page 53 of 72
PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
Improving Productivity amp Sustainability Through KMS
Page 56 of 72
10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
Improving Productivity amp Sustainability Through KMS
Page 57 of 72
11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 9
Improving Productivity amp Sustainability Through KMS
Page 7 of 72
7 Process Management
The project objective is defined and linked to business objectives The next step is to conduct
literature review and KM assessment before implementation In Figure 1 it shows the
processes and workflows of this project The below sections will go through all necessary
processes
8 Literature Review
81 Business Definition for Leavitts Diamond (LD)
Analysis Assessment amp Apply
Business Objective
KM Assessment
PROBLEM STATEMENT Project Objective
STRATEGY Formulation of a PLAN
CHANGE Mechanisms amp Technologies
IMPLEMENTATION
PERFORMANCE Evaluation amp Control
Literature Review
Figure 1 - Project Workflow
ENVIRONMENT ORGANIZATION
Motivation Maintain the system until mature
Improving Productivity amp Sustainability Through KMS
Page 8 of 72
LD is a model for analyzing management change developed by Harold J Leavitt Leavitts
Diamond is based on the idea that it is rare for any change to occur in isolation Leavitt sees
technology tasks people and the organizational structure in which they function as four
interdependent variables visualized as the four points of a diamond Change at any one point
of the diamond will impact some or all of the others Thus a changed task will necessarily
affect the people involved in it the structure in which they work and the technology that
they use Failure to manage these interdependencies at critical times of change can create
problems Managing of equilibrium of four elements was essential to the corporation Please
refer below Figure 2 for LD
Figure 2 - Leavitts Diamond (LD)
Due to staff retirement and outsourcing of AFC maintenance service AFC knowledge will
subsequently be lost According to LD the change in ldquopeoplerdquo (staff retirement) and
ldquobusiness processrdquo (from in-house maintenance to outsourcing) will affect other variables As
the change of organization structure is comparatively hard it is then considered to have
Improving Productivity amp Sustainability Through KMS
Page 9 of 72
ldquotechnologyrdquo change to maintain the equilibrium of LD KM can then be adopted as a tool to
keep the key knowledge of AFC
82 Rapid Change in Business Processes
Companies must try to change their business approaches so as to survive in the rapid
changing environment especially to enter the global markets However Wiig (2004) pointed
out that there are six major challenges of which companies need to do in order to survive in
the rapid changing environment
The increase of knowledge-intensive work leads to the creation and delivery of better
and greater complexity of management and operating practices
Due to globalization the pressure has been arisen This results in the changing of the
nature of business in the competitive environment It is therefore needed to inform
customers and increase dependence on intellectual capital
Different complex practices in management operational and technical approaches are
bought in such as the new generation of knowledge management advancement of
information management and technology as well as explicit people-focused knowledge
management
Technology business conditions regulatory and legal requirements practices and
demands are changing faster than ever expected
Workers are now demanding more involvement in work They are less satisfied with
traditional employment conditions
Traditional training and education are often exceeded the time than allocated
83 Changing in Technology People and Structure
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Page 10 of 72
Wiig (2004) stated that these challenges can be addressed by the below listed four
management initiatives
Organization has to widely disseminate and provide systematic and comprehensive
knowledge management guided by management
Organization has to promote integrative management practices not only on personal but
also to departments and business unit at all levels so as to achieve the common goals of
collaboration and understanding KM
Organization has to foster and capitalize its intellectual capital and assets operational
and strategic value of human capital and information capital
Organization has to provide competitive products and establish people-focused
management and organization of knowledge-related work
84 Survival in Rapid Changing Environment through Knowledge
Management
Wiig (2004) stated that global economy demands excellence Many companies are trying to
maintain at the top position by innovating faster than their competitors in order to survive
Companies must carefully manage knowledge-intensive work It refers to the high
performing people to deal with the intellectual work In fact work intensity is a function
which includes at least the four factors as shown below
In normal situation the degree of knowledge intensity is determined by the amount of
knowledge needed to deliver competent work
Knowledge intensity is influenced subject to the variety of challenges of which people
handle competently
Improving Productivity amp Sustainability Through KMS
Page 11 of 72
The degree of knowledge will increase in high-value situations where the consequences
of errors are large
The degree of knowledge intensity is parallel to the swiftness of action
85 Definition for Knowledge Management (KM)
According to Robbins and Coulter (2005) Knowledge Management (KM) involves
cultivating a learning culture where organizational members systematically gather and share
knowledge with others within the organization so as to achieve better performance
Management must try to make it easy for staff to communicate and share their knowledge in
order that they can learn from other ways to do their jobs more effectively and efficiently and
eventually improve organizational performance
According to Becerra-Fernandez et al (2004) knowledge is first created in peoplesrsquo minds
A company must identify ways to encourage and stimulate the ability of employees to
develop new knowledge Besides company must enable effective ways to elicit represent
organize re-use and renew this knowledge The people using KM systems are the integral
part of the KM systems Moreover a company needs to use social mechanisms and
technologies to facilitate knowledge workers to discover share and apply their knowledge
KM comprises a range of strategies and practices used in an organization to identify create
represent distribute and enable adoption of insights and experiences Such insights and
Improving Productivity amp Sustainability Through KMS
Page 12 of 72
experiences comprise knowledge either embodied in individuals or embedded in
organizational processes or practice
An established discipline since 1991 (see Nonaka 1991) KM includes courses teaching in the
fields of business administration information systems management and library and
information sciences More recently other fields have started contributing to KM research
these include computer science information and media
KM efforts have a long history to include on-the-job discussions formal apprenticeship
discussion forums corporate libraries professional training and mentoring programs More
recently with the increased use of computers in the second half of the 20th century specific
adaptations of technologies such as knowledge bases expert systems knowledge repositories
group decision support systems intranets and computer supported cooperative work have
been introduced to further enhance such efforts
86 Definition for Knowledge Management Systems (KMS)
In 1999 the term personal knowledge management was introduced which refers to the
management of knowledge at the individual level (Wright 2005) In terms of the enterprise
early collections of case studies recognized the importance of knowledge management
dimensions of strategy process and measurement (Morey Maybury amp Thuraisingham 2002)
Key lessons learned included people and the cultures that influence their behaviors are the
single most critical resource for successful knowledge creation dissemination and
application cognitive social and organizational learning processes are essential to the
success of a knowledge management strategy and measurement benchmarking and
Improving Productivity amp Sustainability Through KMS
Page 13 of 72
incentives are essential to accelerate the learning process and to drive cultural change In
short knowledge management programs can yield impressive benefits to individuals and
organizations if they are purposeful concrete and action-oriented More recently with the
advent of the Web 20 the concept of knowledge management has evolved towards a vision
more based on people participation and emergence
According to Becerra-Fernandez et al (2004) knowledge management mechanisms such as
mentoring retreats etc are organizational or structural means used to promote knowledge
management (KM) The use of leading-edge information technologies (IT) (eg Web-based
conferencing) to support KM mechanisms enables dramatic improvement in KM Knowledge
Management Systems (KMS) is the synergy between latest technologies and socialstructural
mechanisms In summary Knowledge Management System (KMS) refers to the Latest
Technology plus SocialStructural Mechanisms Please refer below table for the relationship
between KM processes mechanisms and corresponding technologies
KM
Processes
KM
Systems
KM Sub-
Processes
Illustrative KM
Mechanisms
Illustrative KM
Technologies
Knowledge
Discovery
Knowledge
Discovery
System
Combination Meetings telephone
conversations and
documents
collaborative creation
of documents
Databases web-based
access to data data
mining repositories of
information Web
portals best practices
and lessons learned
Improving Productivity amp Sustainability Through KMS
Page 14 of 72
KM
Processes
KM
Systems
KM Sub-
Processes
Illustrative KM
Mechanisms
Illustrative KM
Technologies
Socialization Employee rotation
across departments
conferences
brainstorming
retreats cooperative
projects initiation
Video-conferencing
electronic discussion
groups e-mail
Knowledge
Capture
Knowledge
Capture
Systems
Externalization Models prototypes
best practices lessons
learned
Expert systems chat
groups best practices
and lessons learned
databases
Internalization Learning by doing
on-the-job training
learning by
observation and face-
to-face meetings
Computer-based
communication AI-
based knowledge
acquisition computer-
based simulations
Knowledge
Sharing
Knowledge
Sharing
Systems
Socialization See above See above
Exchange Memos manuals
letters presentations
Team collaboration
tools web-based access
to data databases and
repositories of
information best
Improving Productivity amp Sustainability Through KMS
Page 15 of 72
KM
Processes
KM
Systems
KM Sub-
Processes
Illustrative KM
Mechanisms
Illustrative KM
Technologies
practices databases
lessons learned systems
and expertise locator
system
Knowledge
Application
Knowledge
Application
Systems
Direction Traditional
hierarchical
relationships in
organizations help
desks and support
centers
Capture and transfer of
expertsrsquo knowledge
troubleshooting systems
and case-based reasoning
systems decision
support systems
Routines Organizational
policies work
practices and
standards
Expert systems
enterprise resource
planning systems
management information
systems
87 Motivation
Referring to Gary amp Alan (2008) motivation is an extent to which persistent effort is
directed toward a goal Effort persistence direction and goal are important elements to
achieve motivation
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According to Becerra ndashFernandez et al 2004 KM is directly linked to what people know
and how what they know can support business and organizational objectives It draws on
human competency intuition ideas and motivations In light of this motivation is one of the
important elements which cannot be ignored during the implementation of KM Motivation
can positively influence and encourage staff to contribute continuously their efforts towards
the successful attainment of KM
With reference to Wikipedia there is a number of claims exist as to the motivations leading
organizations to undertake a KM effort Typical considerations driving a KM effort include
making available increased knowledge content in the development and provision of products
and services as well as achieving shorter new product development cycles and etc
871 Need Theory of Work Motivation
According to Gary amp Alan (2008) the Need Theory specified what kinds of needs people
have and the conditions under which they will be motivated to satisfy these needs in a way
that contributes to better performance Needs are physiological and psychological wants or
desires that individuals can satisfy by acquiring certain incentives or achieving particular
goals It is the behaviour stimulated by this acquisition process that reveals the motivational
character of needs According to Maslowrsquos Hierarchy of Needs motivation can be divided
into intrinsic and extrinsic as shown in Figure 3
Improving Productivity amp Sustainability Through KMS
Page 17 of 72
The unsatisfied need category at the lowest-level has the greatest motivating potential The
best motivation depends on the personrsquos position in the need hierarchy According to Maslow
individuals are motivated to satisfy their physiological needs before they reveal an interest in
safety needs Thus safety needs must be satisfied before social needs become motivational
and so on
872 Goal Setting Theory and Management by Objectives
According to Robbins and Coulter (2005) goal setting is a motivational technique that uses
specific challenging and acceptable goals and provides feedback to enhance performance
The two main categories are learning goals and performance goals Learning goals are
process-oriented goals that focus on learning and enhancing the understanding of a task and
the use of task strategies Performance goals are outcome-oriented goals that focus on the
achievement of specific performance outcomes
Physiological
Safety
Belongingness
Self-esteem
Self-actualization
Intrinsic Motivation
Extrinsic Motivation
Figure 3 ndash Maslowrsquos Hierarchy of Needs
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Page 18 of 72
According to Robbins and Coulter (2005) Management by Objectives (MBO) is an elaborate
goal-setting and evaluation process that organizations typically use for management tasks
Objectives for the organization as a whole are developed by top management and diffused
down and translated into specific behavioural objectives for individual members to achieve
through the process of planning motivating evaluating and reward
873 Job Characteristics Model (JCM)
According to Robbins and Coulter (2005) JCM specified the job characteristics and used to
redesign work to make it more motivated Referring to Figure 4 below it describes how the
first three dimensions ndash skill variety task identity and task significance ndash combine to create
meaningful work From a motivational standpoint JCM suggests that internal rewards are
obtained when an employee learns (knowledge of results through feedback) that he or she
personally (experienced responsibility through autonomy of work) has well performed on a
task that he or she cares about (experienced meaningfulness through skill variety task
identity andor task significance) The more these three conditions characterize a job the
greater the employeersquos motivation
Improving Productivity amp Sustainability Through KMS
Page 19 of 72
Figure 4 ndash Job Characteristic Models (JCM)
9 Scope of Work
The major scope to keep knowledge for AFC is to ensure no negative impact during changes
in business environment My key assignment is to train AFCSDT as AFC expert in the
coming two years KMS will be applied to leverage their knowledge and build a reservoir
for AFC knowledge Meanwhile motivation theory will also be applied to ensure ongoing
operations until the KMS become an organizational culture in the department AFCSDT
would strengthen contractor monitoring supervision and TampC activities to ensure no adverse
impact after outsourcing new projects or stationrailway extensions
91 How do I manage their motivation forces
In December 2009 six technicianssenior technicians were redeployed to my section and
under my supervision With reference to the results of other departments the initial setup of
Improving Productivity amp Sustainability Through KMS
Page 20 of 72
KMS might not be difficult but to keep a momentum to maintain the KMS as departmental
culture would be a real challenge It is because there are several inherent personnel issues as
below
- Employees always think that their special skill and knowledge are eroding
- Employees will think that KMS is an extra task other than normal duties hence they will
be reluctant to involve in it
- Fear of job securityredundancy
- Normal working hours are already occupied by day-to-day duties therefore not much
time can be spared to handle additional KM activities
Because of the captioned reasons motivation techniques must be applied to tempt staff to use
KMS In addition it is essential to keep the momentum forces of KMS and to ensure
sufficient driving forces of motivation within the team until using KMS become departmental
culture According to Maslowrsquos Hierarchy of Needs motivation can be achieved by the
below techniques
Maslowrsquos Hierarchy of
Needs
Propose motivation techniques
Physiological
1 Review salary by staff performance in relation to KMS
2 Clear reward system
Safety
1 Job is secured even though share knowledge with other
2 Training for staff without enough skill
Belongingness 1 Knowledge sharing
Improving Productivity amp Sustainability Through KMS
Page 21 of 72
Maslowrsquos Hierarchy of
Needs
Propose motivation techniques
2 More team activity
Self esteem
1 Social relationship with other
2 After-office-hour activities
3 Promotion opportunity
92 Qualitative Measures
In order to identify existing KM processes qualitative measures will be used Questionnaire
and informal chatting with the technicians and engineers were arranged in January 2010
Please refer Appendix 2 for the questionnaire
93 KM Assessment
Firstly an assessment for contingent factors will be conducted This is to evaluate the effect
of knowledge and task characteristics environmental and organizational characteristics
before selecting appropriate KM processes Secondly methodology will be assessed This is
to identify task-oriented key processes assess the contingency factors prioritize assess the
KM infrastructure and develop additional needed KM systems mechanisms and
technologies applied to AFC The eight steps are required to go through and are summarized
as below The elaboration of each steps are detailed in the following tables
1 Identify task-oriented key processes
2 Assess the contingency factors
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Page 22 of 72
3 Identify the KM processes based on each contingency factor
4 Prioritize the needed KM processes
5 Identify the existing KM processes
6 Identify the additional needed KM processes
7 Assess the KM infrastructure
8 Develop additional needed KM systems mechanisms and technologies
Improving Productivity amp Sustainability Through KMS
Page 23 of 72
Steps 1 amp 2 ndash Identify task-oriented key processes and assess the contingency factors
Business
Objectives Major Processes Sub-processes
Assess the Contingency Factors
Task Characteristics Knowledge Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environmental
Uncertainty =
High or Low
Task
Uncertainty =
High or Low
Task
Dependence =
High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain key
knowledge for
AFC
Form a special team for
AFC work
Form an AFC
Special Duty Team
(AFCSDT)
Low NA NA NA Large NA NA
Strengthen training and
practice for AFCSDT
Arrange formal
training Low Low Explicit Procedural Large Low cost Low
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Build a knowledge
database for AFC
Establish a
knowledge database Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Ensure no
operations
impact during
outsource of
AFC
maintenance
service
Capture key knowledge
from experience staff
Arrange job
attachment to
experience staff
NA NA Both NA Small Low cost Low
Ensure maintenance
contractor have
competence to maintain
the system
Share knowledge
with collaboration
partners
Low High Tacit Both Small Low cost Low
Strengthen contractor
monitoring and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low
Ensure no
operations
impact during
new project or
new
stationline
opening
Ensure new system to
implement according to
Particular
Specification(PS)
Capture useful
information from PS Low Low Explicit Procedural
Small (conduct
by small team) Low cost Low
Capture useful
information for test
amp commissioning
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Ensure defects are
resolved before putting
the new system into
operations
Resolve all defects
before handover NA NA Both Both
Large (done by
whole Section) Low cost Low
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Page 24 of 72
Steps 3 ndash Identify the KM processes based on each contingency factor
Characteristic LevelType Recommended KM Processes
Organization
Size
Small Knowledge sharing (socialization)
Knowledge application (direction)
Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Large Knowledge sharing (exchange)
Knowledge application (routines)
Knowledge discovery (combination)
Knowledge capture (externalization internalization)
Business Strategy
Low cost Knowledge application (direction routines)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Differentiation Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Environmental
Uncertainty
Low Knowledge sharing (socialization exchange)
Knowledge capture (externalization internalization)
High Knowledge discovery (combination socialization)
Knowledge application (direction routines)
Improving Productivity amp Sustainability Through KMS
Page 25 of 72
Steps 3 ndash Identify the KM processes based on each contingency factor
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain
key
knowledge
for AFC
Form a
special team
for AFC
work
Form an
AFC Special
Duty Team
(AFCSDT)
Low NA NA NA Large NA NA NA
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Low Low Explicit Procedural Large Low cost Low
Knowledge capture
(externalization
internalization)
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Knowledge sharing
(socialization
exchange)
Build a
knowledge
database for
AFC
Establish a
knowledge
database
Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Knowledge capture
(externalization
internalization)
Ensure no
operations
impact
during
outsource
of AFC
maintenanc
e service
Capture key
knowledge
from
experience
staff
Arrange job
attachment to
experience
staff
NA NA Both NA Small Low cost Low
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Ensure
maintenance
contractor
have
Share
knowledge
with
collaboration
Low High Tacit Both Small Low cost Low
Knowledge sharing
(socialization
exchange)
Improving Productivity amp Sustainability Through KMS
Page 26 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
competence
to maintain
the system
partners
Strengthen
contractor
monitoring
and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low NA
Ensure no
operations
impact
during new
project or
new
stationline
opening
Ensure new
system to
implement
according to
Particular
Specification
(PS)
Capture
useful
information
from PS
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Capture
useful
information
for test amp
commissioni
ng
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Ensure
defects are
resolved
before
putting the
new system
into
operations
Resolve all
defects
before
handover
NA NA Both Both Large (done by
whole Section) Low cost Low
Knowledge
application
(direction
routines)
Improving Productivity amp Sustainability Through KMS
Page 27 of 72
Steps 4 ndash Prioritize the needed KM processes
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
Maintain
key
knowledg
e for AFC
Form a
special
team for
AFC
work
Form an
AFC
Special
Duty Team
(AFCSDT)
No OK NA NA No NA NA NA 0 1 2 05
Strengthe
n training
and
practice
for
AFCSDT
Arrange
formal
training
No No OK Yes No Yes No
Knowledge
capture
(externalizatio
n
internalization
)
2 1 4 25
Conduct
drill
exercise
No OK OK OK Yes Yes No
Knowledge
application
(direction
routines)
2 3 2 35
Build a
knowledg
e database
for AFC
Establish a
knowledge
database
OK Yes Yes OK Yes Yes No
(1)
Knowledge
capture
(externalizatio
n
internalization
)
(2)
Knowledge
application
(routines)
4 2 3 5
Ensure no
operations
Capture
key
Arrange on-
the-job NA OK Yes OK Yes Yes No
Knowledge
sharing 3 2 1 4
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Page 28 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
impact
during
outsource
of AFC
maintenan
ce service
knowledg
e from
experienc
e staff
training to
experience
staff
(socialization
exchange)
Ensure
maintenan
ce
contractor
are
compete
to
maintain
the
system
Share
knowledge
with
collaboratio
n partners
No Yes Yes OK Yes Yes No
(1)
Knowledge
sharing
(socialization
exchange) (2)
Knowledge
application
(direction
routines)
4 1 1 45
Strengthen
contractor
monitoring
and
supervision
NA NA No Yes No Yes No
Knowledge
application
(routines)
2 0 3 2
Ensure no
operations
impact
during
new
project or
new
stationlin
e opening
Ensure
new
system to
implemen
t
according
to
Particular
Specificat
ion(PS)
Capture
useful
information
from
Particular
Specificatio
n
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
)
3 0 4 3
Capture
useful
information
for test amp
commissioni
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
3 0 4 3
Improving Productivity amp Sustainability Through KMS
Page 29 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
ng )
Ensure
defects
are
resolved
before
putting
the new
system
into
operations
Resolve all
defects
before
handover
the system
NA NA OK Yes No Yes No
Knowledge
application
(direction
routines)
3 1 2 25
Yes = 1 OK = 05 No = 0
Improving Productivity amp Sustainability Through KMS
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Steps 5 amp 7 ndash Identify the existing KM processes and assess the KM infrastructure
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
5
Build a
knowledge
database for
AFC
Establish a
knowledge
database
(1) Knowledge
capture
(externalization
internalization)
(2) Knowledge
application
(routines)
Centralize
technical
library
Intranet to
keep Work
Instruction
(WI)
procedure and
drawings
Top
management
support
Relies
mainly on
paper-based
central
library and
intranet
Intranet
calendaring
Web-based
discussion
group Staff are
willing to
share
informati
on and
knowledg
e
PC
training
room and
on-site
equipmen
t
Yes but
low
efficiency
No as
system
complexity
became
higher the
effectiveeff
iciency was
dropped due
to poor
organizing
of
information
and
knowledge
45
Ensure
maintenance
contractor
have
competence
to maintain
the system
Share
knowledge
with
collaboration
partners
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Arrange
formal
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Relied on
Email and
SharePoint
PC based
Internet and
SharePoint
Yes
Yes but
needs to
ensure new
staff(due to
turnover)
are also
competence
4
Capture key
knowledge
from
Arrange on-
the-job
training to
Knowledge
sharing
(socialization
Learning by
observation
and practice
Email and
word
processing
Mentorship
PC based
Intranet
Email and
Yes but
low
efficiency
No because
mentorship
scheme
Improving Productivity amp Sustainability Through KMS
Page 31 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
experience
staff
experience
staff
exchange) documents Microsoft
Office
applications
could only
arrange one
or two staff
for job-
attachment
35
Strengthen
training and
practice for
AFCSDT
Conduct drill
exercise
Knowledge
application
(direction
routines)
Learning by
practice
Relied on
Microsoft
Office
applications
Yes
Yes but
there is no
plan to
conduct the
drill and the
report did
not organize
in proper
manner
3
Ensure new
system to
implement
according to
Particular
Specificatio
n
Capture useful
information
from PS Knowledge
capture
(externalization
internalization)
Face-to-face
project
meetings
Project
submissions
by Email
Incentives link
to
performance
appraisal
Relied on
Email and
Sharepoint
PC based
Internet and
Sharepoint
Contracto
r are
willing to
share
informati
on with
client
PC
meeting
rooms and
site
environm
ent
Yes Yes Capture useful
information
for test amp
commissionin
g
25
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Knowledge
capture
(externalization
internalization)
Classroom
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Top
management
encouragemen
t
Part of staff
developmen
t
programme
PC based
Intranet
Email and
Microsoft
Office
applications
Staff are
willing to
learn
PC
meeting
rooms and
site
environm
ent
Yes
Yes but the
training
material did
not organize
in proper
manner
Ensure Resolve all Knowledge Face-to-face Email and Incentives link Part of pre- Maintain Yes Yes
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Page 32 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
defects are
resolved
before
putting the
new system
into
operations
defects before
handover the
system
application
(direction
routines)
project
meetings
word
processing
documents
to
performance
appraisal
commissioni
ng activities
higher
performan
ce
standard
2
Ensure
maintenance
contractor
have
competence
to maintain
the system
Strengthen
contractor
monitoring
and
supervision
Knowledge
application
(routines)
Face-to-face
performance
review
meetings
Part of post-
commissioni
ng activities
Yes Yes
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Steps 8 ndash Develop additional needed KM systems mechanisms and technologies
Priority Major Processes Sub-processes Recommended KM Processes Develop Additional Needed KM Systems
Mechanisms Technologies
5 Build a knowledge
database for AFC
Establish a knowledge
database
(1) Knowledge capture
(externalization internalization)
(2) Knowledge application
(routines)
Convert AFC knowledge into explicit
forms
(1) Apply SharePoint to build a
document-management platform for
AFC SharePoint needs to be
customized the architecture for AFC
As such it becomes an access shared
workspaces information stores and
documents
(2) Apply MTR Creator (Web-based
discussion groups) to share
knowledge for AFC
45
Ensure maintenance
contractor have
competence to
maintain the system
Share knowledge with
collaboration partners
(1) Knowledge sharing
(socialization exchange)
(2) Knowledge application
(direction routines)
(1) Utilize of knowledge stored in
SharePoint
(2) Assess the competence level of
maintenance contractor periodically
4
Capture key
knowledge from
experience staff
Arrange on-the-job
training to experience
staff
Knowledge sharing (socialization
exchange)
(1) Capture and transfer of expertsrsquo
knowledge into procedures in
centralize electronic document system
(2) Conduct case study to strengthen
internalization process
35 Strengthen training
and practice for
AFCSDT
Conduct drill exercise Knowledge application (direction
routines)
To share drill report procedures best
practices and lessons learned for AFC
25 Arrange formal training Knowledge capture
(externalization internalization) To share training material for AFC
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94 Analysis and Recommendation
Base on the above Item 93 of KM assessment below are the analysis and recommendation
941 Analysis
- MTR is a large transportation company that pursued a low-cost business strategy to operate
its systems in a safe and reliable manner
- MTR faces low levels of uncertainty because of monopoly AFC tasks are highly dependent
because individual machines are co-related
- MTR relies mainly on explicit procedure knowledge However several projects and railway
extensions make frequent changes in the system As such MTR becomes more rely on the
tacit knowledge possessed by its employees
- MTR had pursued technologies (eg SharePoint and Web-based discussion groups) to
support knowledge management The company had set-up the platform but there was no
expertise to customize particular application Staff had just used these softwares as rituals
rather than knowledge capturing or sharing platform
942 Recommendations
- To enhance people-to-document through more on-the-job training and develop an electronic
document system that codifies stores disseminates and allows reuse of knowledge for AFC
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- MTR had successfully applied the SharePoint in projects and railway extensions as pilot
Because of the reuse economics MTR shall further extend the application of SharePoint in
Operations Department and arrange expertise to customize the application for AFC
- Establishment and use of communities of AFC to support socialisation capture and reuse of
knowledge To enhance socialisation through more job attachments meetings and group
projects
- To enhance internalisation through more training case studies and presentations
- To motivate staff to setup amp maintain KMS for ongoing operations
bull Physiological need
ndash Review salary by staff performance
ndash Clear reward system
bull Safety need
ndash Job is secured even though share knowledge with others
ndash Training for staff without enough skill
bull Belongingness need
ndash Knowledge sharing (eg Share knowledge in SharePoint)
ndash More team activity (eg Work Improvement Team for AFC)
bull Self esteem need
ndash Social relationship with other
ndash After-office-hour activities
ndash Promotion opportunity
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10 Implementation Strategies and Plan
Below are the implementation strategies and plans
101 Use Information Technologies and Existing Resources
Based on Item 94 of KM analysis and recommendation below are the implementation details and
strategies Information technologies will be used as practical tools for activities mainly performed
and directed by humans to achieve real knowledge-based organizations Further it is inclined to use
existing resources and infrastructure due to time and budget constraints
102 Web-based Technologies
Among information technologies the web-based collaborative tools such as Wiki are very
successful and made it possible for corporate employees to continuously contribute and access
information to and from the central repository Virtual world further increased collaborative
opportunities in the process of knowledge sharing In virtual world a team can work synchronously
The new generations of virtual world tools allow the team not only meet and exchange ideas verbally
but also document them by creating processes procedures and diagrams of concepts that are
explicitly formed one part of the base of organizational knowledge
103 Codification Approach
One strategy to KM involves active management of knowledge (push strategy) In such an instance
individuals strive to explicitly encode their knowledge into a shared knowledge repository such as a
database as well as retrieving knowledge they need which other individuals have provided to the
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Page 37 of 72
repository This is also commonly known as codification approach to KM In the below section
SharePoint will be used to implement a shared knowledge repository
104 Personalization Approach
Another strategy to KM involves individuals who make requests for knowledge from experts
associated with a particular subject on an ad hoc basis (pull strategy) In such an instance experts
can provide their insights to the particular person or people who need this information This is also
commonly known as the personalization approach to KM In the below section MTR Creators will
be used to implement an E-Discussion Forum Within MTR Creators Subject Matter Advisor (SMA)
will act as an expert to provide feedback to particular questioner
105 KM Mechanisms
Knowledge can be accessed at three stages of ldquobeforerdquo ldquoduringrdquo and ldquoafter KM-related activities
Different organizations have tried various knowledge capture incentives including making content
submission mandatory and incorporating rewards into performance measurement plans as motivation
Whenever staff found that KMS is useful for them or once the habit of contributing sharing and
accessing knowledge is instilled incentivesmotivation are no longer required In the below section
rewards scheme will be incorporated into Annual Performance Appraisal to evaluate the contribution
of KM
106 Knowledge Management Software
Knowledge Management Software is a subset of enterprise content management software which
contains a range of software that specializes in the way information is collected stored andor
accessed The knowledge management is based on a range of practices used by an individual a
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Page 38 of 72
business and a large corporation to identify create represent and redistribute information for a
range of purposes Software that enables an information practice or range of practices at any part of
the processes of information management can be deemed as information management software A
subset of information management software emphasizes an approach to build knowledge out of
information that is managed or contained which is often called knowledge management software
107 Selection of Knowledge Management Software
In 2008 and 2009 MTR had spent a lot of resources and make huge investments in the latest
technologies (eg SharePoint 2007) systems (MTR Creators) and infrastructures to support
knowledge management Furthermore these knowledge management software tools have the
advantages of using organizationrsquos existing information technology infrastructure with supporting by
senior management Additionally there was no funding for the implementation of this project
Hence existing resources will be made good use of building the application for AFC instead of
sourcing alternative software
1071 SWOT Analysis
In the following table a SWOT analysis is conducted SharePoint (existing resources) and PC Base
Expert System are selected for comparison The aim is to select the right technology to build the
web-base knowledge repositories
SharePoint PC Base Expert System
Strength
(1) Because of existing resources
(introduced in end 2008) it is not required
(1) Can develop as artificial
intelligence by means of Case-
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Page 39 of 72
to raise funding
(2) Minimum user training
(3) Just need to do the setup customization
and administrative work
(4) Web-base document library can also
fulfill business objectives
(5) Relative easy to do the setup
customization amp administration
based or rule-Based reasoning
systems
(2) Can develop as web-base
library
(3) Fulfill business objectives
Weakness
Expertise to do setup customization amp
administration
(1) Need to raise additional cost
Relative longer development time
(2) Need expertise to develop
Opportunities
(1) Relative easy to get short win
(2) Management support in prior
More applications by means of
Case-based or rule-based
reasoning systems
Threat
Limited applications Higher cost but other technologies
may fulfill the same objectives
In the following table SWOT analysis is conducted MTR Creators (existing resources) and Yahoo
Knowledge are selected for comparison The aim is to select the right collaborative technology
(groupware etc) to build an E-discussion forum
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Page 40 of 72
MTR Creators Yahoo Knowledge
Strength
(1) Because of existing resources
(introduced in end 2009) it is not required
to raise funding
(2) Minimum user training
(3) Just need to do the setup
customization and administrative work
(4) The web-base discussion forum can
fulfill business objectives
(1) Able to fulfill business
objectives
(2) Attractive MMI
(3) With scoring system to
encourage people to participate
(4) High degree of information
(5) Open to public
(6) No need to do setup
Weakness
(1) Limited to internal expertise
(2) Need to do the setup customization amp
administration work
Insufficient knowledge for specific
systems
Opportunities Management support in prior No cost is required
Threat
Have redundancy by means of Email or
other technologies
The answer has no guarantee
After analyzed SharePoint is selected to build web-base knowledge repositories because of no cost
and short implementation time while MTR Creators is selected to build an E-discussion forum with
the same reason More important both technologies are able to fulfill business objectives
108 Implementation Approaches
Both SharePoint and MTR Creators were not widely adopted at the beginning (mid of 2009) This
was because no expertise was willing to do the customization setup and administration work for the
Improving Productivity amp Sustainability Through KMS
Page 41 of 72
particular applications within the department In light of this these resources will be made good use
of and tried to maximize the utilization of these technologies and existing infrastructure In the
below sections setup customization and administrative works for SharePoint and MTR Creators
will be conducted The purpose is to build an E-document library and E-discussion forum to in line
with KM mechanisms
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Page 42 of 72
109 Implementation Plan
Below is the project timeline In Jan 2010 all the setup and customization works for AFC had been completed In Feb 2010
application for these technologies together with other KM mechanisms had been started AFC SDT and other AFC team with a total
of about 22 staff were selected to apply the KMS for AFC In Jan 2010 a questionnaire had been sent to them to collect their needs
for AFC and their views for KMS In Jun 2010 another questionnaire had been sent to them to collect their comments after applying
the KMS for five months
November January February March April May
1 Review business context
2 Problem statement
3 Define project objective amp scope
4 Literature review
5 Data collection amp assessment
6 Implementation
7 Performance evaluation amp control
8 Submit project report
Tasks2009 2010
DescriptionJuneDecember
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Page 43 of 72
1010 SharePoint
Microsoft SharePoint also known as Microsoft SharePoint Products and Technologies is a content
management system with integrated search functionality developed by Microsoft that allows users to
work in a web-based collaborative environment Microsoft provides certain built-in functionality and
third party developers can also develop custom modifications to extend functionalities
SharePoint is a collection of products and software elements that includes among a growing selection
of components web browser based collaboration functions process management modules search
modules and a document-management platform SharePoint can be used to host web sites that access
shared workspaces information stores and documents as well as host defined applications such as
wikis and blogs All users can manipulate proprietary controls called web parts or interact with
pieces of content such as lists and document libraries
10101 Background of Corporate Document Management System at MTR
In year 2008 MTR selected Microsoft SharePoint 2007 as the future document management platform
This platform became part of the infrastructure of Document Management System (DMS) for all
departments and supported the on-going document management needs of MTR Corporation
In mid 2008 the DMS platform was established by IT department in MTR The application setup and
administration work was relied on individual department In end 2008 these two pilot trials were
rolled out with satisfactory result which interested other departments to migrate their legacy system
into e-library Basically the application setup and ownership were released to individual department
The DMS consists of Document Libraries owned by various departments and working groups Please
Improving Productivity amp Sustainability Through KMS
Page 44 of 72
refer below Figure 5 for Enterprise Information Portal After clicking the DMS in Figure 5 the site
hierarchy tree of Document Libraries folders were expanded as illustrated in Figure 6
Figure 5 Figure 6
Referring to Figure 6 the Site Hierarchy Tree shows the document libraries that are available
in corresponding departmentrsquos folder The Document Libraries is a place on a site where user can
create share and update files It contains custom properties that stores metadata of files in the libraries
and also provides fine-grained security for granting access to those files The Document Libraries are
owned by various departments and working groups in the Operations Division Respective owner
possesses the autonomy to control who can access and to what extent under the Document Libraries
Due to various issues (for example some departments are not familiar with Information System setup
and not willing to take up the duties and responsibilities of being an administrator etc) the application
of SharePoint was not widely adopted in Operations Division
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10102 Use SharePoint as E-Document Library for AFC
Before 2009 SharePoint had never been applied to AFC knowledge management activities In Jan
2010 the initial set up share folder creation and the knowledge sharing activities for AFC among all
my staff had been conducted I acted as an Administrator role to govern knowledge management
activities in SharePoint Basically Administrators needed to manage the access permission and folder
structure of individual document libraries Meanwhile other working teams were encouraged to share
their knowledge and useful documents in SharePoint Before starting these activities in SharePoint the
following setup was required to arrange
10103 Created the folder structure
In the below Figure 7 the folder structure of a document library at Site Hierarchy called AFC SDT
was created AFC staff could add files to the library and other people can make changes to them
Those changes would be stored in the library at server not at their own computers And other people
could easily access the files by using a Web browser provided that they have been granted the
permissions to do so
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Figure 7 Figure 8
10104 Define Content Types
In the above Figure 8 the content type was defined which is suitable for AFC application A content
type is used to define the attributes of a document Each content type can store different attributes in
the document library and also can associate with different document library For example all
deliverable documents in a project file may require a set of attributes such as project code and project
owner By creating a project content type the required information such as project code must be
assured and the project owner will be associated with all variants of user deliverable documents for
AFC
10105 File Permission Settings
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Page 47 of 72
In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
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Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
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Page 49 of 72
Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
Improving Productivity amp Sustainability Through KMS
Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
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Page 51 of 72
Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
Improving Productivity amp Sustainability Through KMS
Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
Improving Productivity amp Sustainability Through KMS
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PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
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10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
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11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 10
Improving Productivity amp Sustainability Through KMS
Page 8 of 72
LD is a model for analyzing management change developed by Harold J Leavitt Leavitts
Diamond is based on the idea that it is rare for any change to occur in isolation Leavitt sees
technology tasks people and the organizational structure in which they function as four
interdependent variables visualized as the four points of a diamond Change at any one point
of the diamond will impact some or all of the others Thus a changed task will necessarily
affect the people involved in it the structure in which they work and the technology that
they use Failure to manage these interdependencies at critical times of change can create
problems Managing of equilibrium of four elements was essential to the corporation Please
refer below Figure 2 for LD
Figure 2 - Leavitts Diamond (LD)
Due to staff retirement and outsourcing of AFC maintenance service AFC knowledge will
subsequently be lost According to LD the change in ldquopeoplerdquo (staff retirement) and
ldquobusiness processrdquo (from in-house maintenance to outsourcing) will affect other variables As
the change of organization structure is comparatively hard it is then considered to have
Improving Productivity amp Sustainability Through KMS
Page 9 of 72
ldquotechnologyrdquo change to maintain the equilibrium of LD KM can then be adopted as a tool to
keep the key knowledge of AFC
82 Rapid Change in Business Processes
Companies must try to change their business approaches so as to survive in the rapid
changing environment especially to enter the global markets However Wiig (2004) pointed
out that there are six major challenges of which companies need to do in order to survive in
the rapid changing environment
The increase of knowledge-intensive work leads to the creation and delivery of better
and greater complexity of management and operating practices
Due to globalization the pressure has been arisen This results in the changing of the
nature of business in the competitive environment It is therefore needed to inform
customers and increase dependence on intellectual capital
Different complex practices in management operational and technical approaches are
bought in such as the new generation of knowledge management advancement of
information management and technology as well as explicit people-focused knowledge
management
Technology business conditions regulatory and legal requirements practices and
demands are changing faster than ever expected
Workers are now demanding more involvement in work They are less satisfied with
traditional employment conditions
Traditional training and education are often exceeded the time than allocated
83 Changing in Technology People and Structure
Improving Productivity amp Sustainability Through KMS
Page 10 of 72
Wiig (2004) stated that these challenges can be addressed by the below listed four
management initiatives
Organization has to widely disseminate and provide systematic and comprehensive
knowledge management guided by management
Organization has to promote integrative management practices not only on personal but
also to departments and business unit at all levels so as to achieve the common goals of
collaboration and understanding KM
Organization has to foster and capitalize its intellectual capital and assets operational
and strategic value of human capital and information capital
Organization has to provide competitive products and establish people-focused
management and organization of knowledge-related work
84 Survival in Rapid Changing Environment through Knowledge
Management
Wiig (2004) stated that global economy demands excellence Many companies are trying to
maintain at the top position by innovating faster than their competitors in order to survive
Companies must carefully manage knowledge-intensive work It refers to the high
performing people to deal with the intellectual work In fact work intensity is a function
which includes at least the four factors as shown below
In normal situation the degree of knowledge intensity is determined by the amount of
knowledge needed to deliver competent work
Knowledge intensity is influenced subject to the variety of challenges of which people
handle competently
Improving Productivity amp Sustainability Through KMS
Page 11 of 72
The degree of knowledge will increase in high-value situations where the consequences
of errors are large
The degree of knowledge intensity is parallel to the swiftness of action
85 Definition for Knowledge Management (KM)
According to Robbins and Coulter (2005) Knowledge Management (KM) involves
cultivating a learning culture where organizational members systematically gather and share
knowledge with others within the organization so as to achieve better performance
Management must try to make it easy for staff to communicate and share their knowledge in
order that they can learn from other ways to do their jobs more effectively and efficiently and
eventually improve organizational performance
According to Becerra-Fernandez et al (2004) knowledge is first created in peoplesrsquo minds
A company must identify ways to encourage and stimulate the ability of employees to
develop new knowledge Besides company must enable effective ways to elicit represent
organize re-use and renew this knowledge The people using KM systems are the integral
part of the KM systems Moreover a company needs to use social mechanisms and
technologies to facilitate knowledge workers to discover share and apply their knowledge
KM comprises a range of strategies and practices used in an organization to identify create
represent distribute and enable adoption of insights and experiences Such insights and
Improving Productivity amp Sustainability Through KMS
Page 12 of 72
experiences comprise knowledge either embodied in individuals or embedded in
organizational processes or practice
An established discipline since 1991 (see Nonaka 1991) KM includes courses teaching in the
fields of business administration information systems management and library and
information sciences More recently other fields have started contributing to KM research
these include computer science information and media
KM efforts have a long history to include on-the-job discussions formal apprenticeship
discussion forums corporate libraries professional training and mentoring programs More
recently with the increased use of computers in the second half of the 20th century specific
adaptations of technologies such as knowledge bases expert systems knowledge repositories
group decision support systems intranets and computer supported cooperative work have
been introduced to further enhance such efforts
86 Definition for Knowledge Management Systems (KMS)
In 1999 the term personal knowledge management was introduced which refers to the
management of knowledge at the individual level (Wright 2005) In terms of the enterprise
early collections of case studies recognized the importance of knowledge management
dimensions of strategy process and measurement (Morey Maybury amp Thuraisingham 2002)
Key lessons learned included people and the cultures that influence their behaviors are the
single most critical resource for successful knowledge creation dissemination and
application cognitive social and organizational learning processes are essential to the
success of a knowledge management strategy and measurement benchmarking and
Improving Productivity amp Sustainability Through KMS
Page 13 of 72
incentives are essential to accelerate the learning process and to drive cultural change In
short knowledge management programs can yield impressive benefits to individuals and
organizations if they are purposeful concrete and action-oriented More recently with the
advent of the Web 20 the concept of knowledge management has evolved towards a vision
more based on people participation and emergence
According to Becerra-Fernandez et al (2004) knowledge management mechanisms such as
mentoring retreats etc are organizational or structural means used to promote knowledge
management (KM) The use of leading-edge information technologies (IT) (eg Web-based
conferencing) to support KM mechanisms enables dramatic improvement in KM Knowledge
Management Systems (KMS) is the synergy between latest technologies and socialstructural
mechanisms In summary Knowledge Management System (KMS) refers to the Latest
Technology plus SocialStructural Mechanisms Please refer below table for the relationship
between KM processes mechanisms and corresponding technologies
KM
Processes
KM
Systems
KM Sub-
Processes
Illustrative KM
Mechanisms
Illustrative KM
Technologies
Knowledge
Discovery
Knowledge
Discovery
System
Combination Meetings telephone
conversations and
documents
collaborative creation
of documents
Databases web-based
access to data data
mining repositories of
information Web
portals best practices
and lessons learned
Improving Productivity amp Sustainability Through KMS
Page 14 of 72
KM
Processes
KM
Systems
KM Sub-
Processes
Illustrative KM
Mechanisms
Illustrative KM
Technologies
Socialization Employee rotation
across departments
conferences
brainstorming
retreats cooperative
projects initiation
Video-conferencing
electronic discussion
groups e-mail
Knowledge
Capture
Knowledge
Capture
Systems
Externalization Models prototypes
best practices lessons
learned
Expert systems chat
groups best practices
and lessons learned
databases
Internalization Learning by doing
on-the-job training
learning by
observation and face-
to-face meetings
Computer-based
communication AI-
based knowledge
acquisition computer-
based simulations
Knowledge
Sharing
Knowledge
Sharing
Systems
Socialization See above See above
Exchange Memos manuals
letters presentations
Team collaboration
tools web-based access
to data databases and
repositories of
information best
Improving Productivity amp Sustainability Through KMS
Page 15 of 72
KM
Processes
KM
Systems
KM Sub-
Processes
Illustrative KM
Mechanisms
Illustrative KM
Technologies
practices databases
lessons learned systems
and expertise locator
system
Knowledge
Application
Knowledge
Application
Systems
Direction Traditional
hierarchical
relationships in
organizations help
desks and support
centers
Capture and transfer of
expertsrsquo knowledge
troubleshooting systems
and case-based reasoning
systems decision
support systems
Routines Organizational
policies work
practices and
standards
Expert systems
enterprise resource
planning systems
management information
systems
87 Motivation
Referring to Gary amp Alan (2008) motivation is an extent to which persistent effort is
directed toward a goal Effort persistence direction and goal are important elements to
achieve motivation
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Page 16 of 72
According to Becerra ndashFernandez et al 2004 KM is directly linked to what people know
and how what they know can support business and organizational objectives It draws on
human competency intuition ideas and motivations In light of this motivation is one of the
important elements which cannot be ignored during the implementation of KM Motivation
can positively influence and encourage staff to contribute continuously their efforts towards
the successful attainment of KM
With reference to Wikipedia there is a number of claims exist as to the motivations leading
organizations to undertake a KM effort Typical considerations driving a KM effort include
making available increased knowledge content in the development and provision of products
and services as well as achieving shorter new product development cycles and etc
871 Need Theory of Work Motivation
According to Gary amp Alan (2008) the Need Theory specified what kinds of needs people
have and the conditions under which they will be motivated to satisfy these needs in a way
that contributes to better performance Needs are physiological and psychological wants or
desires that individuals can satisfy by acquiring certain incentives or achieving particular
goals It is the behaviour stimulated by this acquisition process that reveals the motivational
character of needs According to Maslowrsquos Hierarchy of Needs motivation can be divided
into intrinsic and extrinsic as shown in Figure 3
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Page 17 of 72
The unsatisfied need category at the lowest-level has the greatest motivating potential The
best motivation depends on the personrsquos position in the need hierarchy According to Maslow
individuals are motivated to satisfy their physiological needs before they reveal an interest in
safety needs Thus safety needs must be satisfied before social needs become motivational
and so on
872 Goal Setting Theory and Management by Objectives
According to Robbins and Coulter (2005) goal setting is a motivational technique that uses
specific challenging and acceptable goals and provides feedback to enhance performance
The two main categories are learning goals and performance goals Learning goals are
process-oriented goals that focus on learning and enhancing the understanding of a task and
the use of task strategies Performance goals are outcome-oriented goals that focus on the
achievement of specific performance outcomes
Physiological
Safety
Belongingness
Self-esteem
Self-actualization
Intrinsic Motivation
Extrinsic Motivation
Figure 3 ndash Maslowrsquos Hierarchy of Needs
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Page 18 of 72
According to Robbins and Coulter (2005) Management by Objectives (MBO) is an elaborate
goal-setting and evaluation process that organizations typically use for management tasks
Objectives for the organization as a whole are developed by top management and diffused
down and translated into specific behavioural objectives for individual members to achieve
through the process of planning motivating evaluating and reward
873 Job Characteristics Model (JCM)
According to Robbins and Coulter (2005) JCM specified the job characteristics and used to
redesign work to make it more motivated Referring to Figure 4 below it describes how the
first three dimensions ndash skill variety task identity and task significance ndash combine to create
meaningful work From a motivational standpoint JCM suggests that internal rewards are
obtained when an employee learns (knowledge of results through feedback) that he or she
personally (experienced responsibility through autonomy of work) has well performed on a
task that he or she cares about (experienced meaningfulness through skill variety task
identity andor task significance) The more these three conditions characterize a job the
greater the employeersquos motivation
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Page 19 of 72
Figure 4 ndash Job Characteristic Models (JCM)
9 Scope of Work
The major scope to keep knowledge for AFC is to ensure no negative impact during changes
in business environment My key assignment is to train AFCSDT as AFC expert in the
coming two years KMS will be applied to leverage their knowledge and build a reservoir
for AFC knowledge Meanwhile motivation theory will also be applied to ensure ongoing
operations until the KMS become an organizational culture in the department AFCSDT
would strengthen contractor monitoring supervision and TampC activities to ensure no adverse
impact after outsourcing new projects or stationrailway extensions
91 How do I manage their motivation forces
In December 2009 six technicianssenior technicians were redeployed to my section and
under my supervision With reference to the results of other departments the initial setup of
Improving Productivity amp Sustainability Through KMS
Page 20 of 72
KMS might not be difficult but to keep a momentum to maintain the KMS as departmental
culture would be a real challenge It is because there are several inherent personnel issues as
below
- Employees always think that their special skill and knowledge are eroding
- Employees will think that KMS is an extra task other than normal duties hence they will
be reluctant to involve in it
- Fear of job securityredundancy
- Normal working hours are already occupied by day-to-day duties therefore not much
time can be spared to handle additional KM activities
Because of the captioned reasons motivation techniques must be applied to tempt staff to use
KMS In addition it is essential to keep the momentum forces of KMS and to ensure
sufficient driving forces of motivation within the team until using KMS become departmental
culture According to Maslowrsquos Hierarchy of Needs motivation can be achieved by the
below techniques
Maslowrsquos Hierarchy of
Needs
Propose motivation techniques
Physiological
1 Review salary by staff performance in relation to KMS
2 Clear reward system
Safety
1 Job is secured even though share knowledge with other
2 Training for staff without enough skill
Belongingness 1 Knowledge sharing
Improving Productivity amp Sustainability Through KMS
Page 21 of 72
Maslowrsquos Hierarchy of
Needs
Propose motivation techniques
2 More team activity
Self esteem
1 Social relationship with other
2 After-office-hour activities
3 Promotion opportunity
92 Qualitative Measures
In order to identify existing KM processes qualitative measures will be used Questionnaire
and informal chatting with the technicians and engineers were arranged in January 2010
Please refer Appendix 2 for the questionnaire
93 KM Assessment
Firstly an assessment for contingent factors will be conducted This is to evaluate the effect
of knowledge and task characteristics environmental and organizational characteristics
before selecting appropriate KM processes Secondly methodology will be assessed This is
to identify task-oriented key processes assess the contingency factors prioritize assess the
KM infrastructure and develop additional needed KM systems mechanisms and
technologies applied to AFC The eight steps are required to go through and are summarized
as below The elaboration of each steps are detailed in the following tables
1 Identify task-oriented key processes
2 Assess the contingency factors
Improving Productivity amp Sustainability Through KMS
Page 22 of 72
3 Identify the KM processes based on each contingency factor
4 Prioritize the needed KM processes
5 Identify the existing KM processes
6 Identify the additional needed KM processes
7 Assess the KM infrastructure
8 Develop additional needed KM systems mechanisms and technologies
Improving Productivity amp Sustainability Through KMS
Page 23 of 72
Steps 1 amp 2 ndash Identify task-oriented key processes and assess the contingency factors
Business
Objectives Major Processes Sub-processes
Assess the Contingency Factors
Task Characteristics Knowledge Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environmental
Uncertainty =
High or Low
Task
Uncertainty =
High or Low
Task
Dependence =
High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain key
knowledge for
AFC
Form a special team for
AFC work
Form an AFC
Special Duty Team
(AFCSDT)
Low NA NA NA Large NA NA
Strengthen training and
practice for AFCSDT
Arrange formal
training Low Low Explicit Procedural Large Low cost Low
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Build a knowledge
database for AFC
Establish a
knowledge database Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Ensure no
operations
impact during
outsource of
AFC
maintenance
service
Capture key knowledge
from experience staff
Arrange job
attachment to
experience staff
NA NA Both NA Small Low cost Low
Ensure maintenance
contractor have
competence to maintain
the system
Share knowledge
with collaboration
partners
Low High Tacit Both Small Low cost Low
Strengthen contractor
monitoring and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low
Ensure no
operations
impact during
new project or
new
stationline
opening
Ensure new system to
implement according to
Particular
Specification(PS)
Capture useful
information from PS Low Low Explicit Procedural
Small (conduct
by small team) Low cost Low
Capture useful
information for test
amp commissioning
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Ensure defects are
resolved before putting
the new system into
operations
Resolve all defects
before handover NA NA Both Both
Large (done by
whole Section) Low cost Low
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Page 24 of 72
Steps 3 ndash Identify the KM processes based on each contingency factor
Characteristic LevelType Recommended KM Processes
Organization
Size
Small Knowledge sharing (socialization)
Knowledge application (direction)
Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Large Knowledge sharing (exchange)
Knowledge application (routines)
Knowledge discovery (combination)
Knowledge capture (externalization internalization)
Business Strategy
Low cost Knowledge application (direction routines)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Differentiation Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Environmental
Uncertainty
Low Knowledge sharing (socialization exchange)
Knowledge capture (externalization internalization)
High Knowledge discovery (combination socialization)
Knowledge application (direction routines)
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Page 25 of 72
Steps 3 ndash Identify the KM processes based on each contingency factor
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain
key
knowledge
for AFC
Form a
special team
for AFC
work
Form an
AFC Special
Duty Team
(AFCSDT)
Low NA NA NA Large NA NA NA
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Low Low Explicit Procedural Large Low cost Low
Knowledge capture
(externalization
internalization)
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Knowledge sharing
(socialization
exchange)
Build a
knowledge
database for
AFC
Establish a
knowledge
database
Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Knowledge capture
(externalization
internalization)
Ensure no
operations
impact
during
outsource
of AFC
maintenanc
e service
Capture key
knowledge
from
experience
staff
Arrange job
attachment to
experience
staff
NA NA Both NA Small Low cost Low
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Ensure
maintenance
contractor
have
Share
knowledge
with
collaboration
Low High Tacit Both Small Low cost Low
Knowledge sharing
(socialization
exchange)
Improving Productivity amp Sustainability Through KMS
Page 26 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
competence
to maintain
the system
partners
Strengthen
contractor
monitoring
and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low NA
Ensure no
operations
impact
during new
project or
new
stationline
opening
Ensure new
system to
implement
according to
Particular
Specification
(PS)
Capture
useful
information
from PS
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Capture
useful
information
for test amp
commissioni
ng
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Ensure
defects are
resolved
before
putting the
new system
into
operations
Resolve all
defects
before
handover
NA NA Both Both Large (done by
whole Section) Low cost Low
Knowledge
application
(direction
routines)
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Page 27 of 72
Steps 4 ndash Prioritize the needed KM processes
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
Maintain
key
knowledg
e for AFC
Form a
special
team for
AFC
work
Form an
AFC
Special
Duty Team
(AFCSDT)
No OK NA NA No NA NA NA 0 1 2 05
Strengthe
n training
and
practice
for
AFCSDT
Arrange
formal
training
No No OK Yes No Yes No
Knowledge
capture
(externalizatio
n
internalization
)
2 1 4 25
Conduct
drill
exercise
No OK OK OK Yes Yes No
Knowledge
application
(direction
routines)
2 3 2 35
Build a
knowledg
e database
for AFC
Establish a
knowledge
database
OK Yes Yes OK Yes Yes No
(1)
Knowledge
capture
(externalizatio
n
internalization
)
(2)
Knowledge
application
(routines)
4 2 3 5
Ensure no
operations
Capture
key
Arrange on-
the-job NA OK Yes OK Yes Yes No
Knowledge
sharing 3 2 1 4
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Page 28 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
impact
during
outsource
of AFC
maintenan
ce service
knowledg
e from
experienc
e staff
training to
experience
staff
(socialization
exchange)
Ensure
maintenan
ce
contractor
are
compete
to
maintain
the
system
Share
knowledge
with
collaboratio
n partners
No Yes Yes OK Yes Yes No
(1)
Knowledge
sharing
(socialization
exchange) (2)
Knowledge
application
(direction
routines)
4 1 1 45
Strengthen
contractor
monitoring
and
supervision
NA NA No Yes No Yes No
Knowledge
application
(routines)
2 0 3 2
Ensure no
operations
impact
during
new
project or
new
stationlin
e opening
Ensure
new
system to
implemen
t
according
to
Particular
Specificat
ion(PS)
Capture
useful
information
from
Particular
Specificatio
n
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
)
3 0 4 3
Capture
useful
information
for test amp
commissioni
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
3 0 4 3
Improving Productivity amp Sustainability Through KMS
Page 29 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
ng )
Ensure
defects
are
resolved
before
putting
the new
system
into
operations
Resolve all
defects
before
handover
the system
NA NA OK Yes No Yes No
Knowledge
application
(direction
routines)
3 1 2 25
Yes = 1 OK = 05 No = 0
Improving Productivity amp Sustainability Through KMS
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Steps 5 amp 7 ndash Identify the existing KM processes and assess the KM infrastructure
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
5
Build a
knowledge
database for
AFC
Establish a
knowledge
database
(1) Knowledge
capture
(externalization
internalization)
(2) Knowledge
application
(routines)
Centralize
technical
library
Intranet to
keep Work
Instruction
(WI)
procedure and
drawings
Top
management
support
Relies
mainly on
paper-based
central
library and
intranet
Intranet
calendaring
Web-based
discussion
group Staff are
willing to
share
informati
on and
knowledg
e
PC
training
room and
on-site
equipmen
t
Yes but
low
efficiency
No as
system
complexity
became
higher the
effectiveeff
iciency was
dropped due
to poor
organizing
of
information
and
knowledge
45
Ensure
maintenance
contractor
have
competence
to maintain
the system
Share
knowledge
with
collaboration
partners
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Arrange
formal
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Relied on
Email and
SharePoint
PC based
Internet and
SharePoint
Yes
Yes but
needs to
ensure new
staff(due to
turnover)
are also
competence
4
Capture key
knowledge
from
Arrange on-
the-job
training to
Knowledge
sharing
(socialization
Learning by
observation
and practice
Email and
word
processing
Mentorship
PC based
Intranet
Email and
Yes but
low
efficiency
No because
mentorship
scheme
Improving Productivity amp Sustainability Through KMS
Page 31 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
experience
staff
experience
staff
exchange) documents Microsoft
Office
applications
could only
arrange one
or two staff
for job-
attachment
35
Strengthen
training and
practice for
AFCSDT
Conduct drill
exercise
Knowledge
application
(direction
routines)
Learning by
practice
Relied on
Microsoft
Office
applications
Yes
Yes but
there is no
plan to
conduct the
drill and the
report did
not organize
in proper
manner
3
Ensure new
system to
implement
according to
Particular
Specificatio
n
Capture useful
information
from PS Knowledge
capture
(externalization
internalization)
Face-to-face
project
meetings
Project
submissions
by Email
Incentives link
to
performance
appraisal
Relied on
Email and
Sharepoint
PC based
Internet and
Sharepoint
Contracto
r are
willing to
share
informati
on with
client
PC
meeting
rooms and
site
environm
ent
Yes Yes Capture useful
information
for test amp
commissionin
g
25
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Knowledge
capture
(externalization
internalization)
Classroom
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Top
management
encouragemen
t
Part of staff
developmen
t
programme
PC based
Intranet
Email and
Microsoft
Office
applications
Staff are
willing to
learn
PC
meeting
rooms and
site
environm
ent
Yes
Yes but the
training
material did
not organize
in proper
manner
Ensure Resolve all Knowledge Face-to-face Email and Incentives link Part of pre- Maintain Yes Yes
Improving Productivity amp Sustainability Through KMS
Page 32 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
defects are
resolved
before
putting the
new system
into
operations
defects before
handover the
system
application
(direction
routines)
project
meetings
word
processing
documents
to
performance
appraisal
commissioni
ng activities
higher
performan
ce
standard
2
Ensure
maintenance
contractor
have
competence
to maintain
the system
Strengthen
contractor
monitoring
and
supervision
Knowledge
application
(routines)
Face-to-face
performance
review
meetings
Part of post-
commissioni
ng activities
Yes Yes
Improving Productivity amp Sustainability Through KMS
Page 33 of 72
Steps 8 ndash Develop additional needed KM systems mechanisms and technologies
Priority Major Processes Sub-processes Recommended KM Processes Develop Additional Needed KM Systems
Mechanisms Technologies
5 Build a knowledge
database for AFC
Establish a knowledge
database
(1) Knowledge capture
(externalization internalization)
(2) Knowledge application
(routines)
Convert AFC knowledge into explicit
forms
(1) Apply SharePoint to build a
document-management platform for
AFC SharePoint needs to be
customized the architecture for AFC
As such it becomes an access shared
workspaces information stores and
documents
(2) Apply MTR Creator (Web-based
discussion groups) to share
knowledge for AFC
45
Ensure maintenance
contractor have
competence to
maintain the system
Share knowledge with
collaboration partners
(1) Knowledge sharing
(socialization exchange)
(2) Knowledge application
(direction routines)
(1) Utilize of knowledge stored in
SharePoint
(2) Assess the competence level of
maintenance contractor periodically
4
Capture key
knowledge from
experience staff
Arrange on-the-job
training to experience
staff
Knowledge sharing (socialization
exchange)
(1) Capture and transfer of expertsrsquo
knowledge into procedures in
centralize electronic document system
(2) Conduct case study to strengthen
internalization process
35 Strengthen training
and practice for
AFCSDT
Conduct drill exercise Knowledge application (direction
routines)
To share drill report procedures best
practices and lessons learned for AFC
25 Arrange formal training Knowledge capture
(externalization internalization) To share training material for AFC
Improving Productivity amp Sustainability Through KMS
Page 34 of 72
94 Analysis and Recommendation
Base on the above Item 93 of KM assessment below are the analysis and recommendation
941 Analysis
- MTR is a large transportation company that pursued a low-cost business strategy to operate
its systems in a safe and reliable manner
- MTR faces low levels of uncertainty because of monopoly AFC tasks are highly dependent
because individual machines are co-related
- MTR relies mainly on explicit procedure knowledge However several projects and railway
extensions make frequent changes in the system As such MTR becomes more rely on the
tacit knowledge possessed by its employees
- MTR had pursued technologies (eg SharePoint and Web-based discussion groups) to
support knowledge management The company had set-up the platform but there was no
expertise to customize particular application Staff had just used these softwares as rituals
rather than knowledge capturing or sharing platform
942 Recommendations
- To enhance people-to-document through more on-the-job training and develop an electronic
document system that codifies stores disseminates and allows reuse of knowledge for AFC
Improving Productivity amp Sustainability Through KMS
Page 35 of 72
- MTR had successfully applied the SharePoint in projects and railway extensions as pilot
Because of the reuse economics MTR shall further extend the application of SharePoint in
Operations Department and arrange expertise to customize the application for AFC
- Establishment and use of communities of AFC to support socialisation capture and reuse of
knowledge To enhance socialisation through more job attachments meetings and group
projects
- To enhance internalisation through more training case studies and presentations
- To motivate staff to setup amp maintain KMS for ongoing operations
bull Physiological need
ndash Review salary by staff performance
ndash Clear reward system
bull Safety need
ndash Job is secured even though share knowledge with others
ndash Training for staff without enough skill
bull Belongingness need
ndash Knowledge sharing (eg Share knowledge in SharePoint)
ndash More team activity (eg Work Improvement Team for AFC)
bull Self esteem need
ndash Social relationship with other
ndash After-office-hour activities
ndash Promotion opportunity
Improving Productivity amp Sustainability Through KMS
Page 36 of 72
10 Implementation Strategies and Plan
Below are the implementation strategies and plans
101 Use Information Technologies and Existing Resources
Based on Item 94 of KM analysis and recommendation below are the implementation details and
strategies Information technologies will be used as practical tools for activities mainly performed
and directed by humans to achieve real knowledge-based organizations Further it is inclined to use
existing resources and infrastructure due to time and budget constraints
102 Web-based Technologies
Among information technologies the web-based collaborative tools such as Wiki are very
successful and made it possible for corporate employees to continuously contribute and access
information to and from the central repository Virtual world further increased collaborative
opportunities in the process of knowledge sharing In virtual world a team can work synchronously
The new generations of virtual world tools allow the team not only meet and exchange ideas verbally
but also document them by creating processes procedures and diagrams of concepts that are
explicitly formed one part of the base of organizational knowledge
103 Codification Approach
One strategy to KM involves active management of knowledge (push strategy) In such an instance
individuals strive to explicitly encode their knowledge into a shared knowledge repository such as a
database as well as retrieving knowledge they need which other individuals have provided to the
Improving Productivity amp Sustainability Through KMS
Page 37 of 72
repository This is also commonly known as codification approach to KM In the below section
SharePoint will be used to implement a shared knowledge repository
104 Personalization Approach
Another strategy to KM involves individuals who make requests for knowledge from experts
associated with a particular subject on an ad hoc basis (pull strategy) In such an instance experts
can provide their insights to the particular person or people who need this information This is also
commonly known as the personalization approach to KM In the below section MTR Creators will
be used to implement an E-Discussion Forum Within MTR Creators Subject Matter Advisor (SMA)
will act as an expert to provide feedback to particular questioner
105 KM Mechanisms
Knowledge can be accessed at three stages of ldquobeforerdquo ldquoduringrdquo and ldquoafter KM-related activities
Different organizations have tried various knowledge capture incentives including making content
submission mandatory and incorporating rewards into performance measurement plans as motivation
Whenever staff found that KMS is useful for them or once the habit of contributing sharing and
accessing knowledge is instilled incentivesmotivation are no longer required In the below section
rewards scheme will be incorporated into Annual Performance Appraisal to evaluate the contribution
of KM
106 Knowledge Management Software
Knowledge Management Software is a subset of enterprise content management software which
contains a range of software that specializes in the way information is collected stored andor
accessed The knowledge management is based on a range of practices used by an individual a
Improving Productivity amp Sustainability Through KMS
Page 38 of 72
business and a large corporation to identify create represent and redistribute information for a
range of purposes Software that enables an information practice or range of practices at any part of
the processes of information management can be deemed as information management software A
subset of information management software emphasizes an approach to build knowledge out of
information that is managed or contained which is often called knowledge management software
107 Selection of Knowledge Management Software
In 2008 and 2009 MTR had spent a lot of resources and make huge investments in the latest
technologies (eg SharePoint 2007) systems (MTR Creators) and infrastructures to support
knowledge management Furthermore these knowledge management software tools have the
advantages of using organizationrsquos existing information technology infrastructure with supporting by
senior management Additionally there was no funding for the implementation of this project
Hence existing resources will be made good use of building the application for AFC instead of
sourcing alternative software
1071 SWOT Analysis
In the following table a SWOT analysis is conducted SharePoint (existing resources) and PC Base
Expert System are selected for comparison The aim is to select the right technology to build the
web-base knowledge repositories
SharePoint PC Base Expert System
Strength
(1) Because of existing resources
(introduced in end 2008) it is not required
(1) Can develop as artificial
intelligence by means of Case-
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Page 39 of 72
to raise funding
(2) Minimum user training
(3) Just need to do the setup customization
and administrative work
(4) Web-base document library can also
fulfill business objectives
(5) Relative easy to do the setup
customization amp administration
based or rule-Based reasoning
systems
(2) Can develop as web-base
library
(3) Fulfill business objectives
Weakness
Expertise to do setup customization amp
administration
(1) Need to raise additional cost
Relative longer development time
(2) Need expertise to develop
Opportunities
(1) Relative easy to get short win
(2) Management support in prior
More applications by means of
Case-based or rule-based
reasoning systems
Threat
Limited applications Higher cost but other technologies
may fulfill the same objectives
In the following table SWOT analysis is conducted MTR Creators (existing resources) and Yahoo
Knowledge are selected for comparison The aim is to select the right collaborative technology
(groupware etc) to build an E-discussion forum
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Page 40 of 72
MTR Creators Yahoo Knowledge
Strength
(1) Because of existing resources
(introduced in end 2009) it is not required
to raise funding
(2) Minimum user training
(3) Just need to do the setup
customization and administrative work
(4) The web-base discussion forum can
fulfill business objectives
(1) Able to fulfill business
objectives
(2) Attractive MMI
(3) With scoring system to
encourage people to participate
(4) High degree of information
(5) Open to public
(6) No need to do setup
Weakness
(1) Limited to internal expertise
(2) Need to do the setup customization amp
administration work
Insufficient knowledge for specific
systems
Opportunities Management support in prior No cost is required
Threat
Have redundancy by means of Email or
other technologies
The answer has no guarantee
After analyzed SharePoint is selected to build web-base knowledge repositories because of no cost
and short implementation time while MTR Creators is selected to build an E-discussion forum with
the same reason More important both technologies are able to fulfill business objectives
108 Implementation Approaches
Both SharePoint and MTR Creators were not widely adopted at the beginning (mid of 2009) This
was because no expertise was willing to do the customization setup and administration work for the
Improving Productivity amp Sustainability Through KMS
Page 41 of 72
particular applications within the department In light of this these resources will be made good use
of and tried to maximize the utilization of these technologies and existing infrastructure In the
below sections setup customization and administrative works for SharePoint and MTR Creators
will be conducted The purpose is to build an E-document library and E-discussion forum to in line
with KM mechanisms
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Page 42 of 72
109 Implementation Plan
Below is the project timeline In Jan 2010 all the setup and customization works for AFC had been completed In Feb 2010
application for these technologies together with other KM mechanisms had been started AFC SDT and other AFC team with a total
of about 22 staff were selected to apply the KMS for AFC In Jan 2010 a questionnaire had been sent to them to collect their needs
for AFC and their views for KMS In Jun 2010 another questionnaire had been sent to them to collect their comments after applying
the KMS for five months
November January February March April May
1 Review business context
2 Problem statement
3 Define project objective amp scope
4 Literature review
5 Data collection amp assessment
6 Implementation
7 Performance evaluation amp control
8 Submit project report
Tasks2009 2010
DescriptionJuneDecember
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1010 SharePoint
Microsoft SharePoint also known as Microsoft SharePoint Products and Technologies is a content
management system with integrated search functionality developed by Microsoft that allows users to
work in a web-based collaborative environment Microsoft provides certain built-in functionality and
third party developers can also develop custom modifications to extend functionalities
SharePoint is a collection of products and software elements that includes among a growing selection
of components web browser based collaboration functions process management modules search
modules and a document-management platform SharePoint can be used to host web sites that access
shared workspaces information stores and documents as well as host defined applications such as
wikis and blogs All users can manipulate proprietary controls called web parts or interact with
pieces of content such as lists and document libraries
10101 Background of Corporate Document Management System at MTR
In year 2008 MTR selected Microsoft SharePoint 2007 as the future document management platform
This platform became part of the infrastructure of Document Management System (DMS) for all
departments and supported the on-going document management needs of MTR Corporation
In mid 2008 the DMS platform was established by IT department in MTR The application setup and
administration work was relied on individual department In end 2008 these two pilot trials were
rolled out with satisfactory result which interested other departments to migrate their legacy system
into e-library Basically the application setup and ownership were released to individual department
The DMS consists of Document Libraries owned by various departments and working groups Please
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Page 44 of 72
refer below Figure 5 for Enterprise Information Portal After clicking the DMS in Figure 5 the site
hierarchy tree of Document Libraries folders were expanded as illustrated in Figure 6
Figure 5 Figure 6
Referring to Figure 6 the Site Hierarchy Tree shows the document libraries that are available
in corresponding departmentrsquos folder The Document Libraries is a place on a site where user can
create share and update files It contains custom properties that stores metadata of files in the libraries
and also provides fine-grained security for granting access to those files The Document Libraries are
owned by various departments and working groups in the Operations Division Respective owner
possesses the autonomy to control who can access and to what extent under the Document Libraries
Due to various issues (for example some departments are not familiar with Information System setup
and not willing to take up the duties and responsibilities of being an administrator etc) the application
of SharePoint was not widely adopted in Operations Division
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10102 Use SharePoint as E-Document Library for AFC
Before 2009 SharePoint had never been applied to AFC knowledge management activities In Jan
2010 the initial set up share folder creation and the knowledge sharing activities for AFC among all
my staff had been conducted I acted as an Administrator role to govern knowledge management
activities in SharePoint Basically Administrators needed to manage the access permission and folder
structure of individual document libraries Meanwhile other working teams were encouraged to share
their knowledge and useful documents in SharePoint Before starting these activities in SharePoint the
following setup was required to arrange
10103 Created the folder structure
In the below Figure 7 the folder structure of a document library at Site Hierarchy called AFC SDT
was created AFC staff could add files to the library and other people can make changes to them
Those changes would be stored in the library at server not at their own computers And other people
could easily access the files by using a Web browser provided that they have been granted the
permissions to do so
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Figure 7 Figure 8
10104 Define Content Types
In the above Figure 8 the content type was defined which is suitable for AFC application A content
type is used to define the attributes of a document Each content type can store different attributes in
the document library and also can associate with different document library For example all
deliverable documents in a project file may require a set of attributes such as project code and project
owner By creating a project content type the required information such as project code must be
assured and the project owner will be associated with all variants of user deliverable documents for
AFC
10105 File Permission Settings
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In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
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Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
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Page 49 of 72
Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
Improving Productivity amp Sustainability Through KMS
Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
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Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
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Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
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PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
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10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
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11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
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Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 11
Improving Productivity amp Sustainability Through KMS
Page 9 of 72
ldquotechnologyrdquo change to maintain the equilibrium of LD KM can then be adopted as a tool to
keep the key knowledge of AFC
82 Rapid Change in Business Processes
Companies must try to change their business approaches so as to survive in the rapid
changing environment especially to enter the global markets However Wiig (2004) pointed
out that there are six major challenges of which companies need to do in order to survive in
the rapid changing environment
The increase of knowledge-intensive work leads to the creation and delivery of better
and greater complexity of management and operating practices
Due to globalization the pressure has been arisen This results in the changing of the
nature of business in the competitive environment It is therefore needed to inform
customers and increase dependence on intellectual capital
Different complex practices in management operational and technical approaches are
bought in such as the new generation of knowledge management advancement of
information management and technology as well as explicit people-focused knowledge
management
Technology business conditions regulatory and legal requirements practices and
demands are changing faster than ever expected
Workers are now demanding more involvement in work They are less satisfied with
traditional employment conditions
Traditional training and education are often exceeded the time than allocated
83 Changing in Technology People and Structure
Improving Productivity amp Sustainability Through KMS
Page 10 of 72
Wiig (2004) stated that these challenges can be addressed by the below listed four
management initiatives
Organization has to widely disseminate and provide systematic and comprehensive
knowledge management guided by management
Organization has to promote integrative management practices not only on personal but
also to departments and business unit at all levels so as to achieve the common goals of
collaboration and understanding KM
Organization has to foster and capitalize its intellectual capital and assets operational
and strategic value of human capital and information capital
Organization has to provide competitive products and establish people-focused
management and organization of knowledge-related work
84 Survival in Rapid Changing Environment through Knowledge
Management
Wiig (2004) stated that global economy demands excellence Many companies are trying to
maintain at the top position by innovating faster than their competitors in order to survive
Companies must carefully manage knowledge-intensive work It refers to the high
performing people to deal with the intellectual work In fact work intensity is a function
which includes at least the four factors as shown below
In normal situation the degree of knowledge intensity is determined by the amount of
knowledge needed to deliver competent work
Knowledge intensity is influenced subject to the variety of challenges of which people
handle competently
Improving Productivity amp Sustainability Through KMS
Page 11 of 72
The degree of knowledge will increase in high-value situations where the consequences
of errors are large
The degree of knowledge intensity is parallel to the swiftness of action
85 Definition for Knowledge Management (KM)
According to Robbins and Coulter (2005) Knowledge Management (KM) involves
cultivating a learning culture where organizational members systematically gather and share
knowledge with others within the organization so as to achieve better performance
Management must try to make it easy for staff to communicate and share their knowledge in
order that they can learn from other ways to do their jobs more effectively and efficiently and
eventually improve organizational performance
According to Becerra-Fernandez et al (2004) knowledge is first created in peoplesrsquo minds
A company must identify ways to encourage and stimulate the ability of employees to
develop new knowledge Besides company must enable effective ways to elicit represent
organize re-use and renew this knowledge The people using KM systems are the integral
part of the KM systems Moreover a company needs to use social mechanisms and
technologies to facilitate knowledge workers to discover share and apply their knowledge
KM comprises a range of strategies and practices used in an organization to identify create
represent distribute and enable adoption of insights and experiences Such insights and
Improving Productivity amp Sustainability Through KMS
Page 12 of 72
experiences comprise knowledge either embodied in individuals or embedded in
organizational processes or practice
An established discipline since 1991 (see Nonaka 1991) KM includes courses teaching in the
fields of business administration information systems management and library and
information sciences More recently other fields have started contributing to KM research
these include computer science information and media
KM efforts have a long history to include on-the-job discussions formal apprenticeship
discussion forums corporate libraries professional training and mentoring programs More
recently with the increased use of computers in the second half of the 20th century specific
adaptations of technologies such as knowledge bases expert systems knowledge repositories
group decision support systems intranets and computer supported cooperative work have
been introduced to further enhance such efforts
86 Definition for Knowledge Management Systems (KMS)
In 1999 the term personal knowledge management was introduced which refers to the
management of knowledge at the individual level (Wright 2005) In terms of the enterprise
early collections of case studies recognized the importance of knowledge management
dimensions of strategy process and measurement (Morey Maybury amp Thuraisingham 2002)
Key lessons learned included people and the cultures that influence their behaviors are the
single most critical resource for successful knowledge creation dissemination and
application cognitive social and organizational learning processes are essential to the
success of a knowledge management strategy and measurement benchmarking and
Improving Productivity amp Sustainability Through KMS
Page 13 of 72
incentives are essential to accelerate the learning process and to drive cultural change In
short knowledge management programs can yield impressive benefits to individuals and
organizations if they are purposeful concrete and action-oriented More recently with the
advent of the Web 20 the concept of knowledge management has evolved towards a vision
more based on people participation and emergence
According to Becerra-Fernandez et al (2004) knowledge management mechanisms such as
mentoring retreats etc are organizational or structural means used to promote knowledge
management (KM) The use of leading-edge information technologies (IT) (eg Web-based
conferencing) to support KM mechanisms enables dramatic improvement in KM Knowledge
Management Systems (KMS) is the synergy between latest technologies and socialstructural
mechanisms In summary Knowledge Management System (KMS) refers to the Latest
Technology plus SocialStructural Mechanisms Please refer below table for the relationship
between KM processes mechanisms and corresponding technologies
KM
Processes
KM
Systems
KM Sub-
Processes
Illustrative KM
Mechanisms
Illustrative KM
Technologies
Knowledge
Discovery
Knowledge
Discovery
System
Combination Meetings telephone
conversations and
documents
collaborative creation
of documents
Databases web-based
access to data data
mining repositories of
information Web
portals best practices
and lessons learned
Improving Productivity amp Sustainability Through KMS
Page 14 of 72
KM
Processes
KM
Systems
KM Sub-
Processes
Illustrative KM
Mechanisms
Illustrative KM
Technologies
Socialization Employee rotation
across departments
conferences
brainstorming
retreats cooperative
projects initiation
Video-conferencing
electronic discussion
groups e-mail
Knowledge
Capture
Knowledge
Capture
Systems
Externalization Models prototypes
best practices lessons
learned
Expert systems chat
groups best practices
and lessons learned
databases
Internalization Learning by doing
on-the-job training
learning by
observation and face-
to-face meetings
Computer-based
communication AI-
based knowledge
acquisition computer-
based simulations
Knowledge
Sharing
Knowledge
Sharing
Systems
Socialization See above See above
Exchange Memos manuals
letters presentations
Team collaboration
tools web-based access
to data databases and
repositories of
information best
Improving Productivity amp Sustainability Through KMS
Page 15 of 72
KM
Processes
KM
Systems
KM Sub-
Processes
Illustrative KM
Mechanisms
Illustrative KM
Technologies
practices databases
lessons learned systems
and expertise locator
system
Knowledge
Application
Knowledge
Application
Systems
Direction Traditional
hierarchical
relationships in
organizations help
desks and support
centers
Capture and transfer of
expertsrsquo knowledge
troubleshooting systems
and case-based reasoning
systems decision
support systems
Routines Organizational
policies work
practices and
standards
Expert systems
enterprise resource
planning systems
management information
systems
87 Motivation
Referring to Gary amp Alan (2008) motivation is an extent to which persistent effort is
directed toward a goal Effort persistence direction and goal are important elements to
achieve motivation
Improving Productivity amp Sustainability Through KMS
Page 16 of 72
According to Becerra ndashFernandez et al 2004 KM is directly linked to what people know
and how what they know can support business and organizational objectives It draws on
human competency intuition ideas and motivations In light of this motivation is one of the
important elements which cannot be ignored during the implementation of KM Motivation
can positively influence and encourage staff to contribute continuously their efforts towards
the successful attainment of KM
With reference to Wikipedia there is a number of claims exist as to the motivations leading
organizations to undertake a KM effort Typical considerations driving a KM effort include
making available increased knowledge content in the development and provision of products
and services as well as achieving shorter new product development cycles and etc
871 Need Theory of Work Motivation
According to Gary amp Alan (2008) the Need Theory specified what kinds of needs people
have and the conditions under which they will be motivated to satisfy these needs in a way
that contributes to better performance Needs are physiological and psychological wants or
desires that individuals can satisfy by acquiring certain incentives or achieving particular
goals It is the behaviour stimulated by this acquisition process that reveals the motivational
character of needs According to Maslowrsquos Hierarchy of Needs motivation can be divided
into intrinsic and extrinsic as shown in Figure 3
Improving Productivity amp Sustainability Through KMS
Page 17 of 72
The unsatisfied need category at the lowest-level has the greatest motivating potential The
best motivation depends on the personrsquos position in the need hierarchy According to Maslow
individuals are motivated to satisfy their physiological needs before they reveal an interest in
safety needs Thus safety needs must be satisfied before social needs become motivational
and so on
872 Goal Setting Theory and Management by Objectives
According to Robbins and Coulter (2005) goal setting is a motivational technique that uses
specific challenging and acceptable goals and provides feedback to enhance performance
The two main categories are learning goals and performance goals Learning goals are
process-oriented goals that focus on learning and enhancing the understanding of a task and
the use of task strategies Performance goals are outcome-oriented goals that focus on the
achievement of specific performance outcomes
Physiological
Safety
Belongingness
Self-esteem
Self-actualization
Intrinsic Motivation
Extrinsic Motivation
Figure 3 ndash Maslowrsquos Hierarchy of Needs
Improving Productivity amp Sustainability Through KMS
Page 18 of 72
According to Robbins and Coulter (2005) Management by Objectives (MBO) is an elaborate
goal-setting and evaluation process that organizations typically use for management tasks
Objectives for the organization as a whole are developed by top management and diffused
down and translated into specific behavioural objectives for individual members to achieve
through the process of planning motivating evaluating and reward
873 Job Characteristics Model (JCM)
According to Robbins and Coulter (2005) JCM specified the job characteristics and used to
redesign work to make it more motivated Referring to Figure 4 below it describes how the
first three dimensions ndash skill variety task identity and task significance ndash combine to create
meaningful work From a motivational standpoint JCM suggests that internal rewards are
obtained when an employee learns (knowledge of results through feedback) that he or she
personally (experienced responsibility through autonomy of work) has well performed on a
task that he or she cares about (experienced meaningfulness through skill variety task
identity andor task significance) The more these three conditions characterize a job the
greater the employeersquos motivation
Improving Productivity amp Sustainability Through KMS
Page 19 of 72
Figure 4 ndash Job Characteristic Models (JCM)
9 Scope of Work
The major scope to keep knowledge for AFC is to ensure no negative impact during changes
in business environment My key assignment is to train AFCSDT as AFC expert in the
coming two years KMS will be applied to leverage their knowledge and build a reservoir
for AFC knowledge Meanwhile motivation theory will also be applied to ensure ongoing
operations until the KMS become an organizational culture in the department AFCSDT
would strengthen contractor monitoring supervision and TampC activities to ensure no adverse
impact after outsourcing new projects or stationrailway extensions
91 How do I manage their motivation forces
In December 2009 six technicianssenior technicians were redeployed to my section and
under my supervision With reference to the results of other departments the initial setup of
Improving Productivity amp Sustainability Through KMS
Page 20 of 72
KMS might not be difficult but to keep a momentum to maintain the KMS as departmental
culture would be a real challenge It is because there are several inherent personnel issues as
below
- Employees always think that their special skill and knowledge are eroding
- Employees will think that KMS is an extra task other than normal duties hence they will
be reluctant to involve in it
- Fear of job securityredundancy
- Normal working hours are already occupied by day-to-day duties therefore not much
time can be spared to handle additional KM activities
Because of the captioned reasons motivation techniques must be applied to tempt staff to use
KMS In addition it is essential to keep the momentum forces of KMS and to ensure
sufficient driving forces of motivation within the team until using KMS become departmental
culture According to Maslowrsquos Hierarchy of Needs motivation can be achieved by the
below techniques
Maslowrsquos Hierarchy of
Needs
Propose motivation techniques
Physiological
1 Review salary by staff performance in relation to KMS
2 Clear reward system
Safety
1 Job is secured even though share knowledge with other
2 Training for staff without enough skill
Belongingness 1 Knowledge sharing
Improving Productivity amp Sustainability Through KMS
Page 21 of 72
Maslowrsquos Hierarchy of
Needs
Propose motivation techniques
2 More team activity
Self esteem
1 Social relationship with other
2 After-office-hour activities
3 Promotion opportunity
92 Qualitative Measures
In order to identify existing KM processes qualitative measures will be used Questionnaire
and informal chatting with the technicians and engineers were arranged in January 2010
Please refer Appendix 2 for the questionnaire
93 KM Assessment
Firstly an assessment for contingent factors will be conducted This is to evaluate the effect
of knowledge and task characteristics environmental and organizational characteristics
before selecting appropriate KM processes Secondly methodology will be assessed This is
to identify task-oriented key processes assess the contingency factors prioritize assess the
KM infrastructure and develop additional needed KM systems mechanisms and
technologies applied to AFC The eight steps are required to go through and are summarized
as below The elaboration of each steps are detailed in the following tables
1 Identify task-oriented key processes
2 Assess the contingency factors
Improving Productivity amp Sustainability Through KMS
Page 22 of 72
3 Identify the KM processes based on each contingency factor
4 Prioritize the needed KM processes
5 Identify the existing KM processes
6 Identify the additional needed KM processes
7 Assess the KM infrastructure
8 Develop additional needed KM systems mechanisms and technologies
Improving Productivity amp Sustainability Through KMS
Page 23 of 72
Steps 1 amp 2 ndash Identify task-oriented key processes and assess the contingency factors
Business
Objectives Major Processes Sub-processes
Assess the Contingency Factors
Task Characteristics Knowledge Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environmental
Uncertainty =
High or Low
Task
Uncertainty =
High or Low
Task
Dependence =
High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain key
knowledge for
AFC
Form a special team for
AFC work
Form an AFC
Special Duty Team
(AFCSDT)
Low NA NA NA Large NA NA
Strengthen training and
practice for AFCSDT
Arrange formal
training Low Low Explicit Procedural Large Low cost Low
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Build a knowledge
database for AFC
Establish a
knowledge database Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Ensure no
operations
impact during
outsource of
AFC
maintenance
service
Capture key knowledge
from experience staff
Arrange job
attachment to
experience staff
NA NA Both NA Small Low cost Low
Ensure maintenance
contractor have
competence to maintain
the system
Share knowledge
with collaboration
partners
Low High Tacit Both Small Low cost Low
Strengthen contractor
monitoring and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low
Ensure no
operations
impact during
new project or
new
stationline
opening
Ensure new system to
implement according to
Particular
Specification(PS)
Capture useful
information from PS Low Low Explicit Procedural
Small (conduct
by small team) Low cost Low
Capture useful
information for test
amp commissioning
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Ensure defects are
resolved before putting
the new system into
operations
Resolve all defects
before handover NA NA Both Both
Large (done by
whole Section) Low cost Low
Improving Productivity amp Sustainability Through KMS
Page 24 of 72
Steps 3 ndash Identify the KM processes based on each contingency factor
Characteristic LevelType Recommended KM Processes
Organization
Size
Small Knowledge sharing (socialization)
Knowledge application (direction)
Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Large Knowledge sharing (exchange)
Knowledge application (routines)
Knowledge discovery (combination)
Knowledge capture (externalization internalization)
Business Strategy
Low cost Knowledge application (direction routines)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Differentiation Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Environmental
Uncertainty
Low Knowledge sharing (socialization exchange)
Knowledge capture (externalization internalization)
High Knowledge discovery (combination socialization)
Knowledge application (direction routines)
Improving Productivity amp Sustainability Through KMS
Page 25 of 72
Steps 3 ndash Identify the KM processes based on each contingency factor
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain
key
knowledge
for AFC
Form a
special team
for AFC
work
Form an
AFC Special
Duty Team
(AFCSDT)
Low NA NA NA Large NA NA NA
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Low Low Explicit Procedural Large Low cost Low
Knowledge capture
(externalization
internalization)
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Knowledge sharing
(socialization
exchange)
Build a
knowledge
database for
AFC
Establish a
knowledge
database
Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Knowledge capture
(externalization
internalization)
Ensure no
operations
impact
during
outsource
of AFC
maintenanc
e service
Capture key
knowledge
from
experience
staff
Arrange job
attachment to
experience
staff
NA NA Both NA Small Low cost Low
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Ensure
maintenance
contractor
have
Share
knowledge
with
collaboration
Low High Tacit Both Small Low cost Low
Knowledge sharing
(socialization
exchange)
Improving Productivity amp Sustainability Through KMS
Page 26 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
competence
to maintain
the system
partners
Strengthen
contractor
monitoring
and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low NA
Ensure no
operations
impact
during new
project or
new
stationline
opening
Ensure new
system to
implement
according to
Particular
Specification
(PS)
Capture
useful
information
from PS
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Capture
useful
information
for test amp
commissioni
ng
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Ensure
defects are
resolved
before
putting the
new system
into
operations
Resolve all
defects
before
handover
NA NA Both Both Large (done by
whole Section) Low cost Low
Knowledge
application
(direction
routines)
Improving Productivity amp Sustainability Through KMS
Page 27 of 72
Steps 4 ndash Prioritize the needed KM processes
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
Maintain
key
knowledg
e for AFC
Form a
special
team for
AFC
work
Form an
AFC
Special
Duty Team
(AFCSDT)
No OK NA NA No NA NA NA 0 1 2 05
Strengthe
n training
and
practice
for
AFCSDT
Arrange
formal
training
No No OK Yes No Yes No
Knowledge
capture
(externalizatio
n
internalization
)
2 1 4 25
Conduct
drill
exercise
No OK OK OK Yes Yes No
Knowledge
application
(direction
routines)
2 3 2 35
Build a
knowledg
e database
for AFC
Establish a
knowledge
database
OK Yes Yes OK Yes Yes No
(1)
Knowledge
capture
(externalizatio
n
internalization
)
(2)
Knowledge
application
(routines)
4 2 3 5
Ensure no
operations
Capture
key
Arrange on-
the-job NA OK Yes OK Yes Yes No
Knowledge
sharing 3 2 1 4
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Page 28 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
impact
during
outsource
of AFC
maintenan
ce service
knowledg
e from
experienc
e staff
training to
experience
staff
(socialization
exchange)
Ensure
maintenan
ce
contractor
are
compete
to
maintain
the
system
Share
knowledge
with
collaboratio
n partners
No Yes Yes OK Yes Yes No
(1)
Knowledge
sharing
(socialization
exchange) (2)
Knowledge
application
(direction
routines)
4 1 1 45
Strengthen
contractor
monitoring
and
supervision
NA NA No Yes No Yes No
Knowledge
application
(routines)
2 0 3 2
Ensure no
operations
impact
during
new
project or
new
stationlin
e opening
Ensure
new
system to
implemen
t
according
to
Particular
Specificat
ion(PS)
Capture
useful
information
from
Particular
Specificatio
n
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
)
3 0 4 3
Capture
useful
information
for test amp
commissioni
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
3 0 4 3
Improving Productivity amp Sustainability Through KMS
Page 29 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
ng )
Ensure
defects
are
resolved
before
putting
the new
system
into
operations
Resolve all
defects
before
handover
the system
NA NA OK Yes No Yes No
Knowledge
application
(direction
routines)
3 1 2 25
Yes = 1 OK = 05 No = 0
Improving Productivity amp Sustainability Through KMS
Page 30 of 72
Steps 5 amp 7 ndash Identify the existing KM processes and assess the KM infrastructure
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
5
Build a
knowledge
database for
AFC
Establish a
knowledge
database
(1) Knowledge
capture
(externalization
internalization)
(2) Knowledge
application
(routines)
Centralize
technical
library
Intranet to
keep Work
Instruction
(WI)
procedure and
drawings
Top
management
support
Relies
mainly on
paper-based
central
library and
intranet
Intranet
calendaring
Web-based
discussion
group Staff are
willing to
share
informati
on and
knowledg
e
PC
training
room and
on-site
equipmen
t
Yes but
low
efficiency
No as
system
complexity
became
higher the
effectiveeff
iciency was
dropped due
to poor
organizing
of
information
and
knowledge
45
Ensure
maintenance
contractor
have
competence
to maintain
the system
Share
knowledge
with
collaboration
partners
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Arrange
formal
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Relied on
Email and
SharePoint
PC based
Internet and
SharePoint
Yes
Yes but
needs to
ensure new
staff(due to
turnover)
are also
competence
4
Capture key
knowledge
from
Arrange on-
the-job
training to
Knowledge
sharing
(socialization
Learning by
observation
and practice
Email and
word
processing
Mentorship
PC based
Intranet
Email and
Yes but
low
efficiency
No because
mentorship
scheme
Improving Productivity amp Sustainability Through KMS
Page 31 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
experience
staff
experience
staff
exchange) documents Microsoft
Office
applications
could only
arrange one
or two staff
for job-
attachment
35
Strengthen
training and
practice for
AFCSDT
Conduct drill
exercise
Knowledge
application
(direction
routines)
Learning by
practice
Relied on
Microsoft
Office
applications
Yes
Yes but
there is no
plan to
conduct the
drill and the
report did
not organize
in proper
manner
3
Ensure new
system to
implement
according to
Particular
Specificatio
n
Capture useful
information
from PS Knowledge
capture
(externalization
internalization)
Face-to-face
project
meetings
Project
submissions
by Email
Incentives link
to
performance
appraisal
Relied on
Email and
Sharepoint
PC based
Internet and
Sharepoint
Contracto
r are
willing to
share
informati
on with
client
PC
meeting
rooms and
site
environm
ent
Yes Yes Capture useful
information
for test amp
commissionin
g
25
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Knowledge
capture
(externalization
internalization)
Classroom
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Top
management
encouragemen
t
Part of staff
developmen
t
programme
PC based
Intranet
Email and
Microsoft
Office
applications
Staff are
willing to
learn
PC
meeting
rooms and
site
environm
ent
Yes
Yes but the
training
material did
not organize
in proper
manner
Ensure Resolve all Knowledge Face-to-face Email and Incentives link Part of pre- Maintain Yes Yes
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Page 32 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
defects are
resolved
before
putting the
new system
into
operations
defects before
handover the
system
application
(direction
routines)
project
meetings
word
processing
documents
to
performance
appraisal
commissioni
ng activities
higher
performan
ce
standard
2
Ensure
maintenance
contractor
have
competence
to maintain
the system
Strengthen
contractor
monitoring
and
supervision
Knowledge
application
(routines)
Face-to-face
performance
review
meetings
Part of post-
commissioni
ng activities
Yes Yes
Improving Productivity amp Sustainability Through KMS
Page 33 of 72
Steps 8 ndash Develop additional needed KM systems mechanisms and technologies
Priority Major Processes Sub-processes Recommended KM Processes Develop Additional Needed KM Systems
Mechanisms Technologies
5 Build a knowledge
database for AFC
Establish a knowledge
database
(1) Knowledge capture
(externalization internalization)
(2) Knowledge application
(routines)
Convert AFC knowledge into explicit
forms
(1) Apply SharePoint to build a
document-management platform for
AFC SharePoint needs to be
customized the architecture for AFC
As such it becomes an access shared
workspaces information stores and
documents
(2) Apply MTR Creator (Web-based
discussion groups) to share
knowledge for AFC
45
Ensure maintenance
contractor have
competence to
maintain the system
Share knowledge with
collaboration partners
(1) Knowledge sharing
(socialization exchange)
(2) Knowledge application
(direction routines)
(1) Utilize of knowledge stored in
SharePoint
(2) Assess the competence level of
maintenance contractor periodically
4
Capture key
knowledge from
experience staff
Arrange on-the-job
training to experience
staff
Knowledge sharing (socialization
exchange)
(1) Capture and transfer of expertsrsquo
knowledge into procedures in
centralize electronic document system
(2) Conduct case study to strengthen
internalization process
35 Strengthen training
and practice for
AFCSDT
Conduct drill exercise Knowledge application (direction
routines)
To share drill report procedures best
practices and lessons learned for AFC
25 Arrange formal training Knowledge capture
(externalization internalization) To share training material for AFC
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94 Analysis and Recommendation
Base on the above Item 93 of KM assessment below are the analysis and recommendation
941 Analysis
- MTR is a large transportation company that pursued a low-cost business strategy to operate
its systems in a safe and reliable manner
- MTR faces low levels of uncertainty because of monopoly AFC tasks are highly dependent
because individual machines are co-related
- MTR relies mainly on explicit procedure knowledge However several projects and railway
extensions make frequent changes in the system As such MTR becomes more rely on the
tacit knowledge possessed by its employees
- MTR had pursued technologies (eg SharePoint and Web-based discussion groups) to
support knowledge management The company had set-up the platform but there was no
expertise to customize particular application Staff had just used these softwares as rituals
rather than knowledge capturing or sharing platform
942 Recommendations
- To enhance people-to-document through more on-the-job training and develop an electronic
document system that codifies stores disseminates and allows reuse of knowledge for AFC
Improving Productivity amp Sustainability Through KMS
Page 35 of 72
- MTR had successfully applied the SharePoint in projects and railway extensions as pilot
Because of the reuse economics MTR shall further extend the application of SharePoint in
Operations Department and arrange expertise to customize the application for AFC
- Establishment and use of communities of AFC to support socialisation capture and reuse of
knowledge To enhance socialisation through more job attachments meetings and group
projects
- To enhance internalisation through more training case studies and presentations
- To motivate staff to setup amp maintain KMS for ongoing operations
bull Physiological need
ndash Review salary by staff performance
ndash Clear reward system
bull Safety need
ndash Job is secured even though share knowledge with others
ndash Training for staff without enough skill
bull Belongingness need
ndash Knowledge sharing (eg Share knowledge in SharePoint)
ndash More team activity (eg Work Improvement Team for AFC)
bull Self esteem need
ndash Social relationship with other
ndash After-office-hour activities
ndash Promotion opportunity
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10 Implementation Strategies and Plan
Below are the implementation strategies and plans
101 Use Information Technologies and Existing Resources
Based on Item 94 of KM analysis and recommendation below are the implementation details and
strategies Information technologies will be used as practical tools for activities mainly performed
and directed by humans to achieve real knowledge-based organizations Further it is inclined to use
existing resources and infrastructure due to time and budget constraints
102 Web-based Technologies
Among information technologies the web-based collaborative tools such as Wiki are very
successful and made it possible for corporate employees to continuously contribute and access
information to and from the central repository Virtual world further increased collaborative
opportunities in the process of knowledge sharing In virtual world a team can work synchronously
The new generations of virtual world tools allow the team not only meet and exchange ideas verbally
but also document them by creating processes procedures and diagrams of concepts that are
explicitly formed one part of the base of organizational knowledge
103 Codification Approach
One strategy to KM involves active management of knowledge (push strategy) In such an instance
individuals strive to explicitly encode their knowledge into a shared knowledge repository such as a
database as well as retrieving knowledge they need which other individuals have provided to the
Improving Productivity amp Sustainability Through KMS
Page 37 of 72
repository This is also commonly known as codification approach to KM In the below section
SharePoint will be used to implement a shared knowledge repository
104 Personalization Approach
Another strategy to KM involves individuals who make requests for knowledge from experts
associated with a particular subject on an ad hoc basis (pull strategy) In such an instance experts
can provide their insights to the particular person or people who need this information This is also
commonly known as the personalization approach to KM In the below section MTR Creators will
be used to implement an E-Discussion Forum Within MTR Creators Subject Matter Advisor (SMA)
will act as an expert to provide feedback to particular questioner
105 KM Mechanisms
Knowledge can be accessed at three stages of ldquobeforerdquo ldquoduringrdquo and ldquoafter KM-related activities
Different organizations have tried various knowledge capture incentives including making content
submission mandatory and incorporating rewards into performance measurement plans as motivation
Whenever staff found that KMS is useful for them or once the habit of contributing sharing and
accessing knowledge is instilled incentivesmotivation are no longer required In the below section
rewards scheme will be incorporated into Annual Performance Appraisal to evaluate the contribution
of KM
106 Knowledge Management Software
Knowledge Management Software is a subset of enterprise content management software which
contains a range of software that specializes in the way information is collected stored andor
accessed The knowledge management is based on a range of practices used by an individual a
Improving Productivity amp Sustainability Through KMS
Page 38 of 72
business and a large corporation to identify create represent and redistribute information for a
range of purposes Software that enables an information practice or range of practices at any part of
the processes of information management can be deemed as information management software A
subset of information management software emphasizes an approach to build knowledge out of
information that is managed or contained which is often called knowledge management software
107 Selection of Knowledge Management Software
In 2008 and 2009 MTR had spent a lot of resources and make huge investments in the latest
technologies (eg SharePoint 2007) systems (MTR Creators) and infrastructures to support
knowledge management Furthermore these knowledge management software tools have the
advantages of using organizationrsquos existing information technology infrastructure with supporting by
senior management Additionally there was no funding for the implementation of this project
Hence existing resources will be made good use of building the application for AFC instead of
sourcing alternative software
1071 SWOT Analysis
In the following table a SWOT analysis is conducted SharePoint (existing resources) and PC Base
Expert System are selected for comparison The aim is to select the right technology to build the
web-base knowledge repositories
SharePoint PC Base Expert System
Strength
(1) Because of existing resources
(introduced in end 2008) it is not required
(1) Can develop as artificial
intelligence by means of Case-
Improving Productivity amp Sustainability Through KMS
Page 39 of 72
to raise funding
(2) Minimum user training
(3) Just need to do the setup customization
and administrative work
(4) Web-base document library can also
fulfill business objectives
(5) Relative easy to do the setup
customization amp administration
based or rule-Based reasoning
systems
(2) Can develop as web-base
library
(3) Fulfill business objectives
Weakness
Expertise to do setup customization amp
administration
(1) Need to raise additional cost
Relative longer development time
(2) Need expertise to develop
Opportunities
(1) Relative easy to get short win
(2) Management support in prior
More applications by means of
Case-based or rule-based
reasoning systems
Threat
Limited applications Higher cost but other technologies
may fulfill the same objectives
In the following table SWOT analysis is conducted MTR Creators (existing resources) and Yahoo
Knowledge are selected for comparison The aim is to select the right collaborative technology
(groupware etc) to build an E-discussion forum
Improving Productivity amp Sustainability Through KMS
Page 40 of 72
MTR Creators Yahoo Knowledge
Strength
(1) Because of existing resources
(introduced in end 2009) it is not required
to raise funding
(2) Minimum user training
(3) Just need to do the setup
customization and administrative work
(4) The web-base discussion forum can
fulfill business objectives
(1) Able to fulfill business
objectives
(2) Attractive MMI
(3) With scoring system to
encourage people to participate
(4) High degree of information
(5) Open to public
(6) No need to do setup
Weakness
(1) Limited to internal expertise
(2) Need to do the setup customization amp
administration work
Insufficient knowledge for specific
systems
Opportunities Management support in prior No cost is required
Threat
Have redundancy by means of Email or
other technologies
The answer has no guarantee
After analyzed SharePoint is selected to build web-base knowledge repositories because of no cost
and short implementation time while MTR Creators is selected to build an E-discussion forum with
the same reason More important both technologies are able to fulfill business objectives
108 Implementation Approaches
Both SharePoint and MTR Creators were not widely adopted at the beginning (mid of 2009) This
was because no expertise was willing to do the customization setup and administration work for the
Improving Productivity amp Sustainability Through KMS
Page 41 of 72
particular applications within the department In light of this these resources will be made good use
of and tried to maximize the utilization of these technologies and existing infrastructure In the
below sections setup customization and administrative works for SharePoint and MTR Creators
will be conducted The purpose is to build an E-document library and E-discussion forum to in line
with KM mechanisms
Improving Productivity amp Sustainability Through KMS
Page 42 of 72
109 Implementation Plan
Below is the project timeline In Jan 2010 all the setup and customization works for AFC had been completed In Feb 2010
application for these technologies together with other KM mechanisms had been started AFC SDT and other AFC team with a total
of about 22 staff were selected to apply the KMS for AFC In Jan 2010 a questionnaire had been sent to them to collect their needs
for AFC and their views for KMS In Jun 2010 another questionnaire had been sent to them to collect their comments after applying
the KMS for five months
November January February March April May
1 Review business context
2 Problem statement
3 Define project objective amp scope
4 Literature review
5 Data collection amp assessment
6 Implementation
7 Performance evaluation amp control
8 Submit project report
Tasks2009 2010
DescriptionJuneDecember
Improving Productivity amp Sustainability Through KMS
Page 43 of 72
1010 SharePoint
Microsoft SharePoint also known as Microsoft SharePoint Products and Technologies is a content
management system with integrated search functionality developed by Microsoft that allows users to
work in a web-based collaborative environment Microsoft provides certain built-in functionality and
third party developers can also develop custom modifications to extend functionalities
SharePoint is a collection of products and software elements that includes among a growing selection
of components web browser based collaboration functions process management modules search
modules and a document-management platform SharePoint can be used to host web sites that access
shared workspaces information stores and documents as well as host defined applications such as
wikis and blogs All users can manipulate proprietary controls called web parts or interact with
pieces of content such as lists and document libraries
10101 Background of Corporate Document Management System at MTR
In year 2008 MTR selected Microsoft SharePoint 2007 as the future document management platform
This platform became part of the infrastructure of Document Management System (DMS) for all
departments and supported the on-going document management needs of MTR Corporation
In mid 2008 the DMS platform was established by IT department in MTR The application setup and
administration work was relied on individual department In end 2008 these two pilot trials were
rolled out with satisfactory result which interested other departments to migrate their legacy system
into e-library Basically the application setup and ownership were released to individual department
The DMS consists of Document Libraries owned by various departments and working groups Please
Improving Productivity amp Sustainability Through KMS
Page 44 of 72
refer below Figure 5 for Enterprise Information Portal After clicking the DMS in Figure 5 the site
hierarchy tree of Document Libraries folders were expanded as illustrated in Figure 6
Figure 5 Figure 6
Referring to Figure 6 the Site Hierarchy Tree shows the document libraries that are available
in corresponding departmentrsquos folder The Document Libraries is a place on a site where user can
create share and update files It contains custom properties that stores metadata of files in the libraries
and also provides fine-grained security for granting access to those files The Document Libraries are
owned by various departments and working groups in the Operations Division Respective owner
possesses the autonomy to control who can access and to what extent under the Document Libraries
Due to various issues (for example some departments are not familiar with Information System setup
and not willing to take up the duties and responsibilities of being an administrator etc) the application
of SharePoint was not widely adopted in Operations Division
Improving Productivity amp Sustainability Through KMS
Page 45 of 72
10102 Use SharePoint as E-Document Library for AFC
Before 2009 SharePoint had never been applied to AFC knowledge management activities In Jan
2010 the initial set up share folder creation and the knowledge sharing activities for AFC among all
my staff had been conducted I acted as an Administrator role to govern knowledge management
activities in SharePoint Basically Administrators needed to manage the access permission and folder
structure of individual document libraries Meanwhile other working teams were encouraged to share
their knowledge and useful documents in SharePoint Before starting these activities in SharePoint the
following setup was required to arrange
10103 Created the folder structure
In the below Figure 7 the folder structure of a document library at Site Hierarchy called AFC SDT
was created AFC staff could add files to the library and other people can make changes to them
Those changes would be stored in the library at server not at their own computers And other people
could easily access the files by using a Web browser provided that they have been granted the
permissions to do so
Improving Productivity amp Sustainability Through KMS
Page 46 of 72
Figure 7 Figure 8
10104 Define Content Types
In the above Figure 8 the content type was defined which is suitable for AFC application A content
type is used to define the attributes of a document Each content type can store different attributes in
the document library and also can associate with different document library For example all
deliverable documents in a project file may require a set of attributes such as project code and project
owner By creating a project content type the required information such as project code must be
assured and the project owner will be associated with all variants of user deliverable documents for
AFC
10105 File Permission Settings
Improving Productivity amp Sustainability Through KMS
Page 47 of 72
In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
Improving Productivity amp Sustainability Through KMS
Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
Improving Productivity amp Sustainability Through KMS
Page 49 of 72
Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
Improving Productivity amp Sustainability Through KMS
Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
Improving Productivity amp Sustainability Through KMS
Page 51 of 72
Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
Improving Productivity amp Sustainability Through KMS
Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
Improving Productivity amp Sustainability Through KMS
Page 53 of 72
PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
Improving Productivity amp Sustainability Through KMS
Page 56 of 72
10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
Improving Productivity amp Sustainability Through KMS
Page 57 of 72
11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 12
Improving Productivity amp Sustainability Through KMS
Page 10 of 72
Wiig (2004) stated that these challenges can be addressed by the below listed four
management initiatives
Organization has to widely disseminate and provide systematic and comprehensive
knowledge management guided by management
Organization has to promote integrative management practices not only on personal but
also to departments and business unit at all levels so as to achieve the common goals of
collaboration and understanding KM
Organization has to foster and capitalize its intellectual capital and assets operational
and strategic value of human capital and information capital
Organization has to provide competitive products and establish people-focused
management and organization of knowledge-related work
84 Survival in Rapid Changing Environment through Knowledge
Management
Wiig (2004) stated that global economy demands excellence Many companies are trying to
maintain at the top position by innovating faster than their competitors in order to survive
Companies must carefully manage knowledge-intensive work It refers to the high
performing people to deal with the intellectual work In fact work intensity is a function
which includes at least the four factors as shown below
In normal situation the degree of knowledge intensity is determined by the amount of
knowledge needed to deliver competent work
Knowledge intensity is influenced subject to the variety of challenges of which people
handle competently
Improving Productivity amp Sustainability Through KMS
Page 11 of 72
The degree of knowledge will increase in high-value situations where the consequences
of errors are large
The degree of knowledge intensity is parallel to the swiftness of action
85 Definition for Knowledge Management (KM)
According to Robbins and Coulter (2005) Knowledge Management (KM) involves
cultivating a learning culture where organizational members systematically gather and share
knowledge with others within the organization so as to achieve better performance
Management must try to make it easy for staff to communicate and share their knowledge in
order that they can learn from other ways to do their jobs more effectively and efficiently and
eventually improve organizational performance
According to Becerra-Fernandez et al (2004) knowledge is first created in peoplesrsquo minds
A company must identify ways to encourage and stimulate the ability of employees to
develop new knowledge Besides company must enable effective ways to elicit represent
organize re-use and renew this knowledge The people using KM systems are the integral
part of the KM systems Moreover a company needs to use social mechanisms and
technologies to facilitate knowledge workers to discover share and apply their knowledge
KM comprises a range of strategies and practices used in an organization to identify create
represent distribute and enable adoption of insights and experiences Such insights and
Improving Productivity amp Sustainability Through KMS
Page 12 of 72
experiences comprise knowledge either embodied in individuals or embedded in
organizational processes or practice
An established discipline since 1991 (see Nonaka 1991) KM includes courses teaching in the
fields of business administration information systems management and library and
information sciences More recently other fields have started contributing to KM research
these include computer science information and media
KM efforts have a long history to include on-the-job discussions formal apprenticeship
discussion forums corporate libraries professional training and mentoring programs More
recently with the increased use of computers in the second half of the 20th century specific
adaptations of technologies such as knowledge bases expert systems knowledge repositories
group decision support systems intranets and computer supported cooperative work have
been introduced to further enhance such efforts
86 Definition for Knowledge Management Systems (KMS)
In 1999 the term personal knowledge management was introduced which refers to the
management of knowledge at the individual level (Wright 2005) In terms of the enterprise
early collections of case studies recognized the importance of knowledge management
dimensions of strategy process and measurement (Morey Maybury amp Thuraisingham 2002)
Key lessons learned included people and the cultures that influence their behaviors are the
single most critical resource for successful knowledge creation dissemination and
application cognitive social and organizational learning processes are essential to the
success of a knowledge management strategy and measurement benchmarking and
Improving Productivity amp Sustainability Through KMS
Page 13 of 72
incentives are essential to accelerate the learning process and to drive cultural change In
short knowledge management programs can yield impressive benefits to individuals and
organizations if they are purposeful concrete and action-oriented More recently with the
advent of the Web 20 the concept of knowledge management has evolved towards a vision
more based on people participation and emergence
According to Becerra-Fernandez et al (2004) knowledge management mechanisms such as
mentoring retreats etc are organizational or structural means used to promote knowledge
management (KM) The use of leading-edge information technologies (IT) (eg Web-based
conferencing) to support KM mechanisms enables dramatic improvement in KM Knowledge
Management Systems (KMS) is the synergy between latest technologies and socialstructural
mechanisms In summary Knowledge Management System (KMS) refers to the Latest
Technology plus SocialStructural Mechanisms Please refer below table for the relationship
between KM processes mechanisms and corresponding technologies
KM
Processes
KM
Systems
KM Sub-
Processes
Illustrative KM
Mechanisms
Illustrative KM
Technologies
Knowledge
Discovery
Knowledge
Discovery
System
Combination Meetings telephone
conversations and
documents
collaborative creation
of documents
Databases web-based
access to data data
mining repositories of
information Web
portals best practices
and lessons learned
Improving Productivity amp Sustainability Through KMS
Page 14 of 72
KM
Processes
KM
Systems
KM Sub-
Processes
Illustrative KM
Mechanisms
Illustrative KM
Technologies
Socialization Employee rotation
across departments
conferences
brainstorming
retreats cooperative
projects initiation
Video-conferencing
electronic discussion
groups e-mail
Knowledge
Capture
Knowledge
Capture
Systems
Externalization Models prototypes
best practices lessons
learned
Expert systems chat
groups best practices
and lessons learned
databases
Internalization Learning by doing
on-the-job training
learning by
observation and face-
to-face meetings
Computer-based
communication AI-
based knowledge
acquisition computer-
based simulations
Knowledge
Sharing
Knowledge
Sharing
Systems
Socialization See above See above
Exchange Memos manuals
letters presentations
Team collaboration
tools web-based access
to data databases and
repositories of
information best
Improving Productivity amp Sustainability Through KMS
Page 15 of 72
KM
Processes
KM
Systems
KM Sub-
Processes
Illustrative KM
Mechanisms
Illustrative KM
Technologies
practices databases
lessons learned systems
and expertise locator
system
Knowledge
Application
Knowledge
Application
Systems
Direction Traditional
hierarchical
relationships in
organizations help
desks and support
centers
Capture and transfer of
expertsrsquo knowledge
troubleshooting systems
and case-based reasoning
systems decision
support systems
Routines Organizational
policies work
practices and
standards
Expert systems
enterprise resource
planning systems
management information
systems
87 Motivation
Referring to Gary amp Alan (2008) motivation is an extent to which persistent effort is
directed toward a goal Effort persistence direction and goal are important elements to
achieve motivation
Improving Productivity amp Sustainability Through KMS
Page 16 of 72
According to Becerra ndashFernandez et al 2004 KM is directly linked to what people know
and how what they know can support business and organizational objectives It draws on
human competency intuition ideas and motivations In light of this motivation is one of the
important elements which cannot be ignored during the implementation of KM Motivation
can positively influence and encourage staff to contribute continuously their efforts towards
the successful attainment of KM
With reference to Wikipedia there is a number of claims exist as to the motivations leading
organizations to undertake a KM effort Typical considerations driving a KM effort include
making available increased knowledge content in the development and provision of products
and services as well as achieving shorter new product development cycles and etc
871 Need Theory of Work Motivation
According to Gary amp Alan (2008) the Need Theory specified what kinds of needs people
have and the conditions under which they will be motivated to satisfy these needs in a way
that contributes to better performance Needs are physiological and psychological wants or
desires that individuals can satisfy by acquiring certain incentives or achieving particular
goals It is the behaviour stimulated by this acquisition process that reveals the motivational
character of needs According to Maslowrsquos Hierarchy of Needs motivation can be divided
into intrinsic and extrinsic as shown in Figure 3
Improving Productivity amp Sustainability Through KMS
Page 17 of 72
The unsatisfied need category at the lowest-level has the greatest motivating potential The
best motivation depends on the personrsquos position in the need hierarchy According to Maslow
individuals are motivated to satisfy their physiological needs before they reveal an interest in
safety needs Thus safety needs must be satisfied before social needs become motivational
and so on
872 Goal Setting Theory and Management by Objectives
According to Robbins and Coulter (2005) goal setting is a motivational technique that uses
specific challenging and acceptable goals and provides feedback to enhance performance
The two main categories are learning goals and performance goals Learning goals are
process-oriented goals that focus on learning and enhancing the understanding of a task and
the use of task strategies Performance goals are outcome-oriented goals that focus on the
achievement of specific performance outcomes
Physiological
Safety
Belongingness
Self-esteem
Self-actualization
Intrinsic Motivation
Extrinsic Motivation
Figure 3 ndash Maslowrsquos Hierarchy of Needs
Improving Productivity amp Sustainability Through KMS
Page 18 of 72
According to Robbins and Coulter (2005) Management by Objectives (MBO) is an elaborate
goal-setting and evaluation process that organizations typically use for management tasks
Objectives for the organization as a whole are developed by top management and diffused
down and translated into specific behavioural objectives for individual members to achieve
through the process of planning motivating evaluating and reward
873 Job Characteristics Model (JCM)
According to Robbins and Coulter (2005) JCM specified the job characteristics and used to
redesign work to make it more motivated Referring to Figure 4 below it describes how the
first three dimensions ndash skill variety task identity and task significance ndash combine to create
meaningful work From a motivational standpoint JCM suggests that internal rewards are
obtained when an employee learns (knowledge of results through feedback) that he or she
personally (experienced responsibility through autonomy of work) has well performed on a
task that he or she cares about (experienced meaningfulness through skill variety task
identity andor task significance) The more these three conditions characterize a job the
greater the employeersquos motivation
Improving Productivity amp Sustainability Through KMS
Page 19 of 72
Figure 4 ndash Job Characteristic Models (JCM)
9 Scope of Work
The major scope to keep knowledge for AFC is to ensure no negative impact during changes
in business environment My key assignment is to train AFCSDT as AFC expert in the
coming two years KMS will be applied to leverage their knowledge and build a reservoir
for AFC knowledge Meanwhile motivation theory will also be applied to ensure ongoing
operations until the KMS become an organizational culture in the department AFCSDT
would strengthen contractor monitoring supervision and TampC activities to ensure no adverse
impact after outsourcing new projects or stationrailway extensions
91 How do I manage their motivation forces
In December 2009 six technicianssenior technicians were redeployed to my section and
under my supervision With reference to the results of other departments the initial setup of
Improving Productivity amp Sustainability Through KMS
Page 20 of 72
KMS might not be difficult but to keep a momentum to maintain the KMS as departmental
culture would be a real challenge It is because there are several inherent personnel issues as
below
- Employees always think that their special skill and knowledge are eroding
- Employees will think that KMS is an extra task other than normal duties hence they will
be reluctant to involve in it
- Fear of job securityredundancy
- Normal working hours are already occupied by day-to-day duties therefore not much
time can be spared to handle additional KM activities
Because of the captioned reasons motivation techniques must be applied to tempt staff to use
KMS In addition it is essential to keep the momentum forces of KMS and to ensure
sufficient driving forces of motivation within the team until using KMS become departmental
culture According to Maslowrsquos Hierarchy of Needs motivation can be achieved by the
below techniques
Maslowrsquos Hierarchy of
Needs
Propose motivation techniques
Physiological
1 Review salary by staff performance in relation to KMS
2 Clear reward system
Safety
1 Job is secured even though share knowledge with other
2 Training for staff without enough skill
Belongingness 1 Knowledge sharing
Improving Productivity amp Sustainability Through KMS
Page 21 of 72
Maslowrsquos Hierarchy of
Needs
Propose motivation techniques
2 More team activity
Self esteem
1 Social relationship with other
2 After-office-hour activities
3 Promotion opportunity
92 Qualitative Measures
In order to identify existing KM processes qualitative measures will be used Questionnaire
and informal chatting with the technicians and engineers were arranged in January 2010
Please refer Appendix 2 for the questionnaire
93 KM Assessment
Firstly an assessment for contingent factors will be conducted This is to evaluate the effect
of knowledge and task characteristics environmental and organizational characteristics
before selecting appropriate KM processes Secondly methodology will be assessed This is
to identify task-oriented key processes assess the contingency factors prioritize assess the
KM infrastructure and develop additional needed KM systems mechanisms and
technologies applied to AFC The eight steps are required to go through and are summarized
as below The elaboration of each steps are detailed in the following tables
1 Identify task-oriented key processes
2 Assess the contingency factors
Improving Productivity amp Sustainability Through KMS
Page 22 of 72
3 Identify the KM processes based on each contingency factor
4 Prioritize the needed KM processes
5 Identify the existing KM processes
6 Identify the additional needed KM processes
7 Assess the KM infrastructure
8 Develop additional needed KM systems mechanisms and technologies
Improving Productivity amp Sustainability Through KMS
Page 23 of 72
Steps 1 amp 2 ndash Identify task-oriented key processes and assess the contingency factors
Business
Objectives Major Processes Sub-processes
Assess the Contingency Factors
Task Characteristics Knowledge Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environmental
Uncertainty =
High or Low
Task
Uncertainty =
High or Low
Task
Dependence =
High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain key
knowledge for
AFC
Form a special team for
AFC work
Form an AFC
Special Duty Team
(AFCSDT)
Low NA NA NA Large NA NA
Strengthen training and
practice for AFCSDT
Arrange formal
training Low Low Explicit Procedural Large Low cost Low
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Build a knowledge
database for AFC
Establish a
knowledge database Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Ensure no
operations
impact during
outsource of
AFC
maintenance
service
Capture key knowledge
from experience staff
Arrange job
attachment to
experience staff
NA NA Both NA Small Low cost Low
Ensure maintenance
contractor have
competence to maintain
the system
Share knowledge
with collaboration
partners
Low High Tacit Both Small Low cost Low
Strengthen contractor
monitoring and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low
Ensure no
operations
impact during
new project or
new
stationline
opening
Ensure new system to
implement according to
Particular
Specification(PS)
Capture useful
information from PS Low Low Explicit Procedural
Small (conduct
by small team) Low cost Low
Capture useful
information for test
amp commissioning
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Ensure defects are
resolved before putting
the new system into
operations
Resolve all defects
before handover NA NA Both Both
Large (done by
whole Section) Low cost Low
Improving Productivity amp Sustainability Through KMS
Page 24 of 72
Steps 3 ndash Identify the KM processes based on each contingency factor
Characteristic LevelType Recommended KM Processes
Organization
Size
Small Knowledge sharing (socialization)
Knowledge application (direction)
Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Large Knowledge sharing (exchange)
Knowledge application (routines)
Knowledge discovery (combination)
Knowledge capture (externalization internalization)
Business Strategy
Low cost Knowledge application (direction routines)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Differentiation Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Environmental
Uncertainty
Low Knowledge sharing (socialization exchange)
Knowledge capture (externalization internalization)
High Knowledge discovery (combination socialization)
Knowledge application (direction routines)
Improving Productivity amp Sustainability Through KMS
Page 25 of 72
Steps 3 ndash Identify the KM processes based on each contingency factor
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain
key
knowledge
for AFC
Form a
special team
for AFC
work
Form an
AFC Special
Duty Team
(AFCSDT)
Low NA NA NA Large NA NA NA
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Low Low Explicit Procedural Large Low cost Low
Knowledge capture
(externalization
internalization)
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Knowledge sharing
(socialization
exchange)
Build a
knowledge
database for
AFC
Establish a
knowledge
database
Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Knowledge capture
(externalization
internalization)
Ensure no
operations
impact
during
outsource
of AFC
maintenanc
e service
Capture key
knowledge
from
experience
staff
Arrange job
attachment to
experience
staff
NA NA Both NA Small Low cost Low
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Ensure
maintenance
contractor
have
Share
knowledge
with
collaboration
Low High Tacit Both Small Low cost Low
Knowledge sharing
(socialization
exchange)
Improving Productivity amp Sustainability Through KMS
Page 26 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
competence
to maintain
the system
partners
Strengthen
contractor
monitoring
and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low NA
Ensure no
operations
impact
during new
project or
new
stationline
opening
Ensure new
system to
implement
according to
Particular
Specification
(PS)
Capture
useful
information
from PS
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Capture
useful
information
for test amp
commissioni
ng
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Ensure
defects are
resolved
before
putting the
new system
into
operations
Resolve all
defects
before
handover
NA NA Both Both Large (done by
whole Section) Low cost Low
Knowledge
application
(direction
routines)
Improving Productivity amp Sustainability Through KMS
Page 27 of 72
Steps 4 ndash Prioritize the needed KM processes
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
Maintain
key
knowledg
e for AFC
Form a
special
team for
AFC
work
Form an
AFC
Special
Duty Team
(AFCSDT)
No OK NA NA No NA NA NA 0 1 2 05
Strengthe
n training
and
practice
for
AFCSDT
Arrange
formal
training
No No OK Yes No Yes No
Knowledge
capture
(externalizatio
n
internalization
)
2 1 4 25
Conduct
drill
exercise
No OK OK OK Yes Yes No
Knowledge
application
(direction
routines)
2 3 2 35
Build a
knowledg
e database
for AFC
Establish a
knowledge
database
OK Yes Yes OK Yes Yes No
(1)
Knowledge
capture
(externalizatio
n
internalization
)
(2)
Knowledge
application
(routines)
4 2 3 5
Ensure no
operations
Capture
key
Arrange on-
the-job NA OK Yes OK Yes Yes No
Knowledge
sharing 3 2 1 4
Improving Productivity amp Sustainability Through KMS
Page 28 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
impact
during
outsource
of AFC
maintenan
ce service
knowledg
e from
experienc
e staff
training to
experience
staff
(socialization
exchange)
Ensure
maintenan
ce
contractor
are
compete
to
maintain
the
system
Share
knowledge
with
collaboratio
n partners
No Yes Yes OK Yes Yes No
(1)
Knowledge
sharing
(socialization
exchange) (2)
Knowledge
application
(direction
routines)
4 1 1 45
Strengthen
contractor
monitoring
and
supervision
NA NA No Yes No Yes No
Knowledge
application
(routines)
2 0 3 2
Ensure no
operations
impact
during
new
project or
new
stationlin
e opening
Ensure
new
system to
implemen
t
according
to
Particular
Specificat
ion(PS)
Capture
useful
information
from
Particular
Specificatio
n
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
)
3 0 4 3
Capture
useful
information
for test amp
commissioni
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
3 0 4 3
Improving Productivity amp Sustainability Through KMS
Page 29 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
ng )
Ensure
defects
are
resolved
before
putting
the new
system
into
operations
Resolve all
defects
before
handover
the system
NA NA OK Yes No Yes No
Knowledge
application
(direction
routines)
3 1 2 25
Yes = 1 OK = 05 No = 0
Improving Productivity amp Sustainability Through KMS
Page 30 of 72
Steps 5 amp 7 ndash Identify the existing KM processes and assess the KM infrastructure
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
5
Build a
knowledge
database for
AFC
Establish a
knowledge
database
(1) Knowledge
capture
(externalization
internalization)
(2) Knowledge
application
(routines)
Centralize
technical
library
Intranet to
keep Work
Instruction
(WI)
procedure and
drawings
Top
management
support
Relies
mainly on
paper-based
central
library and
intranet
Intranet
calendaring
Web-based
discussion
group Staff are
willing to
share
informati
on and
knowledg
e
PC
training
room and
on-site
equipmen
t
Yes but
low
efficiency
No as
system
complexity
became
higher the
effectiveeff
iciency was
dropped due
to poor
organizing
of
information
and
knowledge
45
Ensure
maintenance
contractor
have
competence
to maintain
the system
Share
knowledge
with
collaboration
partners
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Arrange
formal
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Relied on
Email and
SharePoint
PC based
Internet and
SharePoint
Yes
Yes but
needs to
ensure new
staff(due to
turnover)
are also
competence
4
Capture key
knowledge
from
Arrange on-
the-job
training to
Knowledge
sharing
(socialization
Learning by
observation
and practice
Email and
word
processing
Mentorship
PC based
Intranet
Email and
Yes but
low
efficiency
No because
mentorship
scheme
Improving Productivity amp Sustainability Through KMS
Page 31 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
experience
staff
experience
staff
exchange) documents Microsoft
Office
applications
could only
arrange one
or two staff
for job-
attachment
35
Strengthen
training and
practice for
AFCSDT
Conduct drill
exercise
Knowledge
application
(direction
routines)
Learning by
practice
Relied on
Microsoft
Office
applications
Yes
Yes but
there is no
plan to
conduct the
drill and the
report did
not organize
in proper
manner
3
Ensure new
system to
implement
according to
Particular
Specificatio
n
Capture useful
information
from PS Knowledge
capture
(externalization
internalization)
Face-to-face
project
meetings
Project
submissions
by Email
Incentives link
to
performance
appraisal
Relied on
Email and
Sharepoint
PC based
Internet and
Sharepoint
Contracto
r are
willing to
share
informati
on with
client
PC
meeting
rooms and
site
environm
ent
Yes Yes Capture useful
information
for test amp
commissionin
g
25
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Knowledge
capture
(externalization
internalization)
Classroom
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Top
management
encouragemen
t
Part of staff
developmen
t
programme
PC based
Intranet
Email and
Microsoft
Office
applications
Staff are
willing to
learn
PC
meeting
rooms and
site
environm
ent
Yes
Yes but the
training
material did
not organize
in proper
manner
Ensure Resolve all Knowledge Face-to-face Email and Incentives link Part of pre- Maintain Yes Yes
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Page 32 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
defects are
resolved
before
putting the
new system
into
operations
defects before
handover the
system
application
(direction
routines)
project
meetings
word
processing
documents
to
performance
appraisal
commissioni
ng activities
higher
performan
ce
standard
2
Ensure
maintenance
contractor
have
competence
to maintain
the system
Strengthen
contractor
monitoring
and
supervision
Knowledge
application
(routines)
Face-to-face
performance
review
meetings
Part of post-
commissioni
ng activities
Yes Yes
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Steps 8 ndash Develop additional needed KM systems mechanisms and technologies
Priority Major Processes Sub-processes Recommended KM Processes Develop Additional Needed KM Systems
Mechanisms Technologies
5 Build a knowledge
database for AFC
Establish a knowledge
database
(1) Knowledge capture
(externalization internalization)
(2) Knowledge application
(routines)
Convert AFC knowledge into explicit
forms
(1) Apply SharePoint to build a
document-management platform for
AFC SharePoint needs to be
customized the architecture for AFC
As such it becomes an access shared
workspaces information stores and
documents
(2) Apply MTR Creator (Web-based
discussion groups) to share
knowledge for AFC
45
Ensure maintenance
contractor have
competence to
maintain the system
Share knowledge with
collaboration partners
(1) Knowledge sharing
(socialization exchange)
(2) Knowledge application
(direction routines)
(1) Utilize of knowledge stored in
SharePoint
(2) Assess the competence level of
maintenance contractor periodically
4
Capture key
knowledge from
experience staff
Arrange on-the-job
training to experience
staff
Knowledge sharing (socialization
exchange)
(1) Capture and transfer of expertsrsquo
knowledge into procedures in
centralize electronic document system
(2) Conduct case study to strengthen
internalization process
35 Strengthen training
and practice for
AFCSDT
Conduct drill exercise Knowledge application (direction
routines)
To share drill report procedures best
practices and lessons learned for AFC
25 Arrange formal training Knowledge capture
(externalization internalization) To share training material for AFC
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94 Analysis and Recommendation
Base on the above Item 93 of KM assessment below are the analysis and recommendation
941 Analysis
- MTR is a large transportation company that pursued a low-cost business strategy to operate
its systems in a safe and reliable manner
- MTR faces low levels of uncertainty because of monopoly AFC tasks are highly dependent
because individual machines are co-related
- MTR relies mainly on explicit procedure knowledge However several projects and railway
extensions make frequent changes in the system As such MTR becomes more rely on the
tacit knowledge possessed by its employees
- MTR had pursued technologies (eg SharePoint and Web-based discussion groups) to
support knowledge management The company had set-up the platform but there was no
expertise to customize particular application Staff had just used these softwares as rituals
rather than knowledge capturing or sharing platform
942 Recommendations
- To enhance people-to-document through more on-the-job training and develop an electronic
document system that codifies stores disseminates and allows reuse of knowledge for AFC
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Page 35 of 72
- MTR had successfully applied the SharePoint in projects and railway extensions as pilot
Because of the reuse economics MTR shall further extend the application of SharePoint in
Operations Department and arrange expertise to customize the application for AFC
- Establishment and use of communities of AFC to support socialisation capture and reuse of
knowledge To enhance socialisation through more job attachments meetings and group
projects
- To enhance internalisation through more training case studies and presentations
- To motivate staff to setup amp maintain KMS for ongoing operations
bull Physiological need
ndash Review salary by staff performance
ndash Clear reward system
bull Safety need
ndash Job is secured even though share knowledge with others
ndash Training for staff without enough skill
bull Belongingness need
ndash Knowledge sharing (eg Share knowledge in SharePoint)
ndash More team activity (eg Work Improvement Team for AFC)
bull Self esteem need
ndash Social relationship with other
ndash After-office-hour activities
ndash Promotion opportunity
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10 Implementation Strategies and Plan
Below are the implementation strategies and plans
101 Use Information Technologies and Existing Resources
Based on Item 94 of KM analysis and recommendation below are the implementation details and
strategies Information technologies will be used as practical tools for activities mainly performed
and directed by humans to achieve real knowledge-based organizations Further it is inclined to use
existing resources and infrastructure due to time and budget constraints
102 Web-based Technologies
Among information technologies the web-based collaborative tools such as Wiki are very
successful and made it possible for corporate employees to continuously contribute and access
information to and from the central repository Virtual world further increased collaborative
opportunities in the process of knowledge sharing In virtual world a team can work synchronously
The new generations of virtual world tools allow the team not only meet and exchange ideas verbally
but also document them by creating processes procedures and diagrams of concepts that are
explicitly formed one part of the base of organizational knowledge
103 Codification Approach
One strategy to KM involves active management of knowledge (push strategy) In such an instance
individuals strive to explicitly encode their knowledge into a shared knowledge repository such as a
database as well as retrieving knowledge they need which other individuals have provided to the
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Page 37 of 72
repository This is also commonly known as codification approach to KM In the below section
SharePoint will be used to implement a shared knowledge repository
104 Personalization Approach
Another strategy to KM involves individuals who make requests for knowledge from experts
associated with a particular subject on an ad hoc basis (pull strategy) In such an instance experts
can provide their insights to the particular person or people who need this information This is also
commonly known as the personalization approach to KM In the below section MTR Creators will
be used to implement an E-Discussion Forum Within MTR Creators Subject Matter Advisor (SMA)
will act as an expert to provide feedback to particular questioner
105 KM Mechanisms
Knowledge can be accessed at three stages of ldquobeforerdquo ldquoduringrdquo and ldquoafter KM-related activities
Different organizations have tried various knowledge capture incentives including making content
submission mandatory and incorporating rewards into performance measurement plans as motivation
Whenever staff found that KMS is useful for them or once the habit of contributing sharing and
accessing knowledge is instilled incentivesmotivation are no longer required In the below section
rewards scheme will be incorporated into Annual Performance Appraisal to evaluate the contribution
of KM
106 Knowledge Management Software
Knowledge Management Software is a subset of enterprise content management software which
contains a range of software that specializes in the way information is collected stored andor
accessed The knowledge management is based on a range of practices used by an individual a
Improving Productivity amp Sustainability Through KMS
Page 38 of 72
business and a large corporation to identify create represent and redistribute information for a
range of purposes Software that enables an information practice or range of practices at any part of
the processes of information management can be deemed as information management software A
subset of information management software emphasizes an approach to build knowledge out of
information that is managed or contained which is often called knowledge management software
107 Selection of Knowledge Management Software
In 2008 and 2009 MTR had spent a lot of resources and make huge investments in the latest
technologies (eg SharePoint 2007) systems (MTR Creators) and infrastructures to support
knowledge management Furthermore these knowledge management software tools have the
advantages of using organizationrsquos existing information technology infrastructure with supporting by
senior management Additionally there was no funding for the implementation of this project
Hence existing resources will be made good use of building the application for AFC instead of
sourcing alternative software
1071 SWOT Analysis
In the following table a SWOT analysis is conducted SharePoint (existing resources) and PC Base
Expert System are selected for comparison The aim is to select the right technology to build the
web-base knowledge repositories
SharePoint PC Base Expert System
Strength
(1) Because of existing resources
(introduced in end 2008) it is not required
(1) Can develop as artificial
intelligence by means of Case-
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Page 39 of 72
to raise funding
(2) Minimum user training
(3) Just need to do the setup customization
and administrative work
(4) Web-base document library can also
fulfill business objectives
(5) Relative easy to do the setup
customization amp administration
based or rule-Based reasoning
systems
(2) Can develop as web-base
library
(3) Fulfill business objectives
Weakness
Expertise to do setup customization amp
administration
(1) Need to raise additional cost
Relative longer development time
(2) Need expertise to develop
Opportunities
(1) Relative easy to get short win
(2) Management support in prior
More applications by means of
Case-based or rule-based
reasoning systems
Threat
Limited applications Higher cost but other technologies
may fulfill the same objectives
In the following table SWOT analysis is conducted MTR Creators (existing resources) and Yahoo
Knowledge are selected for comparison The aim is to select the right collaborative technology
(groupware etc) to build an E-discussion forum
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Page 40 of 72
MTR Creators Yahoo Knowledge
Strength
(1) Because of existing resources
(introduced in end 2009) it is not required
to raise funding
(2) Minimum user training
(3) Just need to do the setup
customization and administrative work
(4) The web-base discussion forum can
fulfill business objectives
(1) Able to fulfill business
objectives
(2) Attractive MMI
(3) With scoring system to
encourage people to participate
(4) High degree of information
(5) Open to public
(6) No need to do setup
Weakness
(1) Limited to internal expertise
(2) Need to do the setup customization amp
administration work
Insufficient knowledge for specific
systems
Opportunities Management support in prior No cost is required
Threat
Have redundancy by means of Email or
other technologies
The answer has no guarantee
After analyzed SharePoint is selected to build web-base knowledge repositories because of no cost
and short implementation time while MTR Creators is selected to build an E-discussion forum with
the same reason More important both technologies are able to fulfill business objectives
108 Implementation Approaches
Both SharePoint and MTR Creators were not widely adopted at the beginning (mid of 2009) This
was because no expertise was willing to do the customization setup and administration work for the
Improving Productivity amp Sustainability Through KMS
Page 41 of 72
particular applications within the department In light of this these resources will be made good use
of and tried to maximize the utilization of these technologies and existing infrastructure In the
below sections setup customization and administrative works for SharePoint and MTR Creators
will be conducted The purpose is to build an E-document library and E-discussion forum to in line
with KM mechanisms
Improving Productivity amp Sustainability Through KMS
Page 42 of 72
109 Implementation Plan
Below is the project timeline In Jan 2010 all the setup and customization works for AFC had been completed In Feb 2010
application for these technologies together with other KM mechanisms had been started AFC SDT and other AFC team with a total
of about 22 staff were selected to apply the KMS for AFC In Jan 2010 a questionnaire had been sent to them to collect their needs
for AFC and their views for KMS In Jun 2010 another questionnaire had been sent to them to collect their comments after applying
the KMS for five months
November January February March April May
1 Review business context
2 Problem statement
3 Define project objective amp scope
4 Literature review
5 Data collection amp assessment
6 Implementation
7 Performance evaluation amp control
8 Submit project report
Tasks2009 2010
DescriptionJuneDecember
Improving Productivity amp Sustainability Through KMS
Page 43 of 72
1010 SharePoint
Microsoft SharePoint also known as Microsoft SharePoint Products and Technologies is a content
management system with integrated search functionality developed by Microsoft that allows users to
work in a web-based collaborative environment Microsoft provides certain built-in functionality and
third party developers can also develop custom modifications to extend functionalities
SharePoint is a collection of products and software elements that includes among a growing selection
of components web browser based collaboration functions process management modules search
modules and a document-management platform SharePoint can be used to host web sites that access
shared workspaces information stores and documents as well as host defined applications such as
wikis and blogs All users can manipulate proprietary controls called web parts or interact with
pieces of content such as lists and document libraries
10101 Background of Corporate Document Management System at MTR
In year 2008 MTR selected Microsoft SharePoint 2007 as the future document management platform
This platform became part of the infrastructure of Document Management System (DMS) for all
departments and supported the on-going document management needs of MTR Corporation
In mid 2008 the DMS platform was established by IT department in MTR The application setup and
administration work was relied on individual department In end 2008 these two pilot trials were
rolled out with satisfactory result which interested other departments to migrate their legacy system
into e-library Basically the application setup and ownership were released to individual department
The DMS consists of Document Libraries owned by various departments and working groups Please
Improving Productivity amp Sustainability Through KMS
Page 44 of 72
refer below Figure 5 for Enterprise Information Portal After clicking the DMS in Figure 5 the site
hierarchy tree of Document Libraries folders were expanded as illustrated in Figure 6
Figure 5 Figure 6
Referring to Figure 6 the Site Hierarchy Tree shows the document libraries that are available
in corresponding departmentrsquos folder The Document Libraries is a place on a site where user can
create share and update files It contains custom properties that stores metadata of files in the libraries
and also provides fine-grained security for granting access to those files The Document Libraries are
owned by various departments and working groups in the Operations Division Respective owner
possesses the autonomy to control who can access and to what extent under the Document Libraries
Due to various issues (for example some departments are not familiar with Information System setup
and not willing to take up the duties and responsibilities of being an administrator etc) the application
of SharePoint was not widely adopted in Operations Division
Improving Productivity amp Sustainability Through KMS
Page 45 of 72
10102 Use SharePoint as E-Document Library for AFC
Before 2009 SharePoint had never been applied to AFC knowledge management activities In Jan
2010 the initial set up share folder creation and the knowledge sharing activities for AFC among all
my staff had been conducted I acted as an Administrator role to govern knowledge management
activities in SharePoint Basically Administrators needed to manage the access permission and folder
structure of individual document libraries Meanwhile other working teams were encouraged to share
their knowledge and useful documents in SharePoint Before starting these activities in SharePoint the
following setup was required to arrange
10103 Created the folder structure
In the below Figure 7 the folder structure of a document library at Site Hierarchy called AFC SDT
was created AFC staff could add files to the library and other people can make changes to them
Those changes would be stored in the library at server not at their own computers And other people
could easily access the files by using a Web browser provided that they have been granted the
permissions to do so
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Page 46 of 72
Figure 7 Figure 8
10104 Define Content Types
In the above Figure 8 the content type was defined which is suitable for AFC application A content
type is used to define the attributes of a document Each content type can store different attributes in
the document library and also can associate with different document library For example all
deliverable documents in a project file may require a set of attributes such as project code and project
owner By creating a project content type the required information such as project code must be
assured and the project owner will be associated with all variants of user deliverable documents for
AFC
10105 File Permission Settings
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Page 47 of 72
In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
Improving Productivity amp Sustainability Through KMS
Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
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Page 49 of 72
Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
Improving Productivity amp Sustainability Through KMS
Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
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Page 51 of 72
Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
Improving Productivity amp Sustainability Through KMS
Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
Improving Productivity amp Sustainability Through KMS
Page 53 of 72
PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
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10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
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11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 13
Improving Productivity amp Sustainability Through KMS
Page 11 of 72
The degree of knowledge will increase in high-value situations where the consequences
of errors are large
The degree of knowledge intensity is parallel to the swiftness of action
85 Definition for Knowledge Management (KM)
According to Robbins and Coulter (2005) Knowledge Management (KM) involves
cultivating a learning culture where organizational members systematically gather and share
knowledge with others within the organization so as to achieve better performance
Management must try to make it easy for staff to communicate and share their knowledge in
order that they can learn from other ways to do their jobs more effectively and efficiently and
eventually improve organizational performance
According to Becerra-Fernandez et al (2004) knowledge is first created in peoplesrsquo minds
A company must identify ways to encourage and stimulate the ability of employees to
develop new knowledge Besides company must enable effective ways to elicit represent
organize re-use and renew this knowledge The people using KM systems are the integral
part of the KM systems Moreover a company needs to use social mechanisms and
technologies to facilitate knowledge workers to discover share and apply their knowledge
KM comprises a range of strategies and practices used in an organization to identify create
represent distribute and enable adoption of insights and experiences Such insights and
Improving Productivity amp Sustainability Through KMS
Page 12 of 72
experiences comprise knowledge either embodied in individuals or embedded in
organizational processes or practice
An established discipline since 1991 (see Nonaka 1991) KM includes courses teaching in the
fields of business administration information systems management and library and
information sciences More recently other fields have started contributing to KM research
these include computer science information and media
KM efforts have a long history to include on-the-job discussions formal apprenticeship
discussion forums corporate libraries professional training and mentoring programs More
recently with the increased use of computers in the second half of the 20th century specific
adaptations of technologies such as knowledge bases expert systems knowledge repositories
group decision support systems intranets and computer supported cooperative work have
been introduced to further enhance such efforts
86 Definition for Knowledge Management Systems (KMS)
In 1999 the term personal knowledge management was introduced which refers to the
management of knowledge at the individual level (Wright 2005) In terms of the enterprise
early collections of case studies recognized the importance of knowledge management
dimensions of strategy process and measurement (Morey Maybury amp Thuraisingham 2002)
Key lessons learned included people and the cultures that influence their behaviors are the
single most critical resource for successful knowledge creation dissemination and
application cognitive social and organizational learning processes are essential to the
success of a knowledge management strategy and measurement benchmarking and
Improving Productivity amp Sustainability Through KMS
Page 13 of 72
incentives are essential to accelerate the learning process and to drive cultural change In
short knowledge management programs can yield impressive benefits to individuals and
organizations if they are purposeful concrete and action-oriented More recently with the
advent of the Web 20 the concept of knowledge management has evolved towards a vision
more based on people participation and emergence
According to Becerra-Fernandez et al (2004) knowledge management mechanisms such as
mentoring retreats etc are organizational or structural means used to promote knowledge
management (KM) The use of leading-edge information technologies (IT) (eg Web-based
conferencing) to support KM mechanisms enables dramatic improvement in KM Knowledge
Management Systems (KMS) is the synergy between latest technologies and socialstructural
mechanisms In summary Knowledge Management System (KMS) refers to the Latest
Technology plus SocialStructural Mechanisms Please refer below table for the relationship
between KM processes mechanisms and corresponding technologies
KM
Processes
KM
Systems
KM Sub-
Processes
Illustrative KM
Mechanisms
Illustrative KM
Technologies
Knowledge
Discovery
Knowledge
Discovery
System
Combination Meetings telephone
conversations and
documents
collaborative creation
of documents
Databases web-based
access to data data
mining repositories of
information Web
portals best practices
and lessons learned
Improving Productivity amp Sustainability Through KMS
Page 14 of 72
KM
Processes
KM
Systems
KM Sub-
Processes
Illustrative KM
Mechanisms
Illustrative KM
Technologies
Socialization Employee rotation
across departments
conferences
brainstorming
retreats cooperative
projects initiation
Video-conferencing
electronic discussion
groups e-mail
Knowledge
Capture
Knowledge
Capture
Systems
Externalization Models prototypes
best practices lessons
learned
Expert systems chat
groups best practices
and lessons learned
databases
Internalization Learning by doing
on-the-job training
learning by
observation and face-
to-face meetings
Computer-based
communication AI-
based knowledge
acquisition computer-
based simulations
Knowledge
Sharing
Knowledge
Sharing
Systems
Socialization See above See above
Exchange Memos manuals
letters presentations
Team collaboration
tools web-based access
to data databases and
repositories of
information best
Improving Productivity amp Sustainability Through KMS
Page 15 of 72
KM
Processes
KM
Systems
KM Sub-
Processes
Illustrative KM
Mechanisms
Illustrative KM
Technologies
practices databases
lessons learned systems
and expertise locator
system
Knowledge
Application
Knowledge
Application
Systems
Direction Traditional
hierarchical
relationships in
organizations help
desks and support
centers
Capture and transfer of
expertsrsquo knowledge
troubleshooting systems
and case-based reasoning
systems decision
support systems
Routines Organizational
policies work
practices and
standards
Expert systems
enterprise resource
planning systems
management information
systems
87 Motivation
Referring to Gary amp Alan (2008) motivation is an extent to which persistent effort is
directed toward a goal Effort persistence direction and goal are important elements to
achieve motivation
Improving Productivity amp Sustainability Through KMS
Page 16 of 72
According to Becerra ndashFernandez et al 2004 KM is directly linked to what people know
and how what they know can support business and organizational objectives It draws on
human competency intuition ideas and motivations In light of this motivation is one of the
important elements which cannot be ignored during the implementation of KM Motivation
can positively influence and encourage staff to contribute continuously their efforts towards
the successful attainment of KM
With reference to Wikipedia there is a number of claims exist as to the motivations leading
organizations to undertake a KM effort Typical considerations driving a KM effort include
making available increased knowledge content in the development and provision of products
and services as well as achieving shorter new product development cycles and etc
871 Need Theory of Work Motivation
According to Gary amp Alan (2008) the Need Theory specified what kinds of needs people
have and the conditions under which they will be motivated to satisfy these needs in a way
that contributes to better performance Needs are physiological and psychological wants or
desires that individuals can satisfy by acquiring certain incentives or achieving particular
goals It is the behaviour stimulated by this acquisition process that reveals the motivational
character of needs According to Maslowrsquos Hierarchy of Needs motivation can be divided
into intrinsic and extrinsic as shown in Figure 3
Improving Productivity amp Sustainability Through KMS
Page 17 of 72
The unsatisfied need category at the lowest-level has the greatest motivating potential The
best motivation depends on the personrsquos position in the need hierarchy According to Maslow
individuals are motivated to satisfy their physiological needs before they reveal an interest in
safety needs Thus safety needs must be satisfied before social needs become motivational
and so on
872 Goal Setting Theory and Management by Objectives
According to Robbins and Coulter (2005) goal setting is a motivational technique that uses
specific challenging and acceptable goals and provides feedback to enhance performance
The two main categories are learning goals and performance goals Learning goals are
process-oriented goals that focus on learning and enhancing the understanding of a task and
the use of task strategies Performance goals are outcome-oriented goals that focus on the
achievement of specific performance outcomes
Physiological
Safety
Belongingness
Self-esteem
Self-actualization
Intrinsic Motivation
Extrinsic Motivation
Figure 3 ndash Maslowrsquos Hierarchy of Needs
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Page 18 of 72
According to Robbins and Coulter (2005) Management by Objectives (MBO) is an elaborate
goal-setting and evaluation process that organizations typically use for management tasks
Objectives for the organization as a whole are developed by top management and diffused
down and translated into specific behavioural objectives for individual members to achieve
through the process of planning motivating evaluating and reward
873 Job Characteristics Model (JCM)
According to Robbins and Coulter (2005) JCM specified the job characteristics and used to
redesign work to make it more motivated Referring to Figure 4 below it describes how the
first three dimensions ndash skill variety task identity and task significance ndash combine to create
meaningful work From a motivational standpoint JCM suggests that internal rewards are
obtained when an employee learns (knowledge of results through feedback) that he or she
personally (experienced responsibility through autonomy of work) has well performed on a
task that he or she cares about (experienced meaningfulness through skill variety task
identity andor task significance) The more these three conditions characterize a job the
greater the employeersquos motivation
Improving Productivity amp Sustainability Through KMS
Page 19 of 72
Figure 4 ndash Job Characteristic Models (JCM)
9 Scope of Work
The major scope to keep knowledge for AFC is to ensure no negative impact during changes
in business environment My key assignment is to train AFCSDT as AFC expert in the
coming two years KMS will be applied to leverage their knowledge and build a reservoir
for AFC knowledge Meanwhile motivation theory will also be applied to ensure ongoing
operations until the KMS become an organizational culture in the department AFCSDT
would strengthen contractor monitoring supervision and TampC activities to ensure no adverse
impact after outsourcing new projects or stationrailway extensions
91 How do I manage their motivation forces
In December 2009 six technicianssenior technicians were redeployed to my section and
under my supervision With reference to the results of other departments the initial setup of
Improving Productivity amp Sustainability Through KMS
Page 20 of 72
KMS might not be difficult but to keep a momentum to maintain the KMS as departmental
culture would be a real challenge It is because there are several inherent personnel issues as
below
- Employees always think that their special skill and knowledge are eroding
- Employees will think that KMS is an extra task other than normal duties hence they will
be reluctant to involve in it
- Fear of job securityredundancy
- Normal working hours are already occupied by day-to-day duties therefore not much
time can be spared to handle additional KM activities
Because of the captioned reasons motivation techniques must be applied to tempt staff to use
KMS In addition it is essential to keep the momentum forces of KMS and to ensure
sufficient driving forces of motivation within the team until using KMS become departmental
culture According to Maslowrsquos Hierarchy of Needs motivation can be achieved by the
below techniques
Maslowrsquos Hierarchy of
Needs
Propose motivation techniques
Physiological
1 Review salary by staff performance in relation to KMS
2 Clear reward system
Safety
1 Job is secured even though share knowledge with other
2 Training for staff without enough skill
Belongingness 1 Knowledge sharing
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Page 21 of 72
Maslowrsquos Hierarchy of
Needs
Propose motivation techniques
2 More team activity
Self esteem
1 Social relationship with other
2 After-office-hour activities
3 Promotion opportunity
92 Qualitative Measures
In order to identify existing KM processes qualitative measures will be used Questionnaire
and informal chatting with the technicians and engineers were arranged in January 2010
Please refer Appendix 2 for the questionnaire
93 KM Assessment
Firstly an assessment for contingent factors will be conducted This is to evaluate the effect
of knowledge and task characteristics environmental and organizational characteristics
before selecting appropriate KM processes Secondly methodology will be assessed This is
to identify task-oriented key processes assess the contingency factors prioritize assess the
KM infrastructure and develop additional needed KM systems mechanisms and
technologies applied to AFC The eight steps are required to go through and are summarized
as below The elaboration of each steps are detailed in the following tables
1 Identify task-oriented key processes
2 Assess the contingency factors
Improving Productivity amp Sustainability Through KMS
Page 22 of 72
3 Identify the KM processes based on each contingency factor
4 Prioritize the needed KM processes
5 Identify the existing KM processes
6 Identify the additional needed KM processes
7 Assess the KM infrastructure
8 Develop additional needed KM systems mechanisms and technologies
Improving Productivity amp Sustainability Through KMS
Page 23 of 72
Steps 1 amp 2 ndash Identify task-oriented key processes and assess the contingency factors
Business
Objectives Major Processes Sub-processes
Assess the Contingency Factors
Task Characteristics Knowledge Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environmental
Uncertainty =
High or Low
Task
Uncertainty =
High or Low
Task
Dependence =
High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain key
knowledge for
AFC
Form a special team for
AFC work
Form an AFC
Special Duty Team
(AFCSDT)
Low NA NA NA Large NA NA
Strengthen training and
practice for AFCSDT
Arrange formal
training Low Low Explicit Procedural Large Low cost Low
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Build a knowledge
database for AFC
Establish a
knowledge database Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Ensure no
operations
impact during
outsource of
AFC
maintenance
service
Capture key knowledge
from experience staff
Arrange job
attachment to
experience staff
NA NA Both NA Small Low cost Low
Ensure maintenance
contractor have
competence to maintain
the system
Share knowledge
with collaboration
partners
Low High Tacit Both Small Low cost Low
Strengthen contractor
monitoring and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low
Ensure no
operations
impact during
new project or
new
stationline
opening
Ensure new system to
implement according to
Particular
Specification(PS)
Capture useful
information from PS Low Low Explicit Procedural
Small (conduct
by small team) Low cost Low
Capture useful
information for test
amp commissioning
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Ensure defects are
resolved before putting
the new system into
operations
Resolve all defects
before handover NA NA Both Both
Large (done by
whole Section) Low cost Low
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Page 24 of 72
Steps 3 ndash Identify the KM processes based on each contingency factor
Characteristic LevelType Recommended KM Processes
Organization
Size
Small Knowledge sharing (socialization)
Knowledge application (direction)
Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Large Knowledge sharing (exchange)
Knowledge application (routines)
Knowledge discovery (combination)
Knowledge capture (externalization internalization)
Business Strategy
Low cost Knowledge application (direction routines)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Differentiation Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Environmental
Uncertainty
Low Knowledge sharing (socialization exchange)
Knowledge capture (externalization internalization)
High Knowledge discovery (combination socialization)
Knowledge application (direction routines)
Improving Productivity amp Sustainability Through KMS
Page 25 of 72
Steps 3 ndash Identify the KM processes based on each contingency factor
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain
key
knowledge
for AFC
Form a
special team
for AFC
work
Form an
AFC Special
Duty Team
(AFCSDT)
Low NA NA NA Large NA NA NA
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Low Low Explicit Procedural Large Low cost Low
Knowledge capture
(externalization
internalization)
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Knowledge sharing
(socialization
exchange)
Build a
knowledge
database for
AFC
Establish a
knowledge
database
Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Knowledge capture
(externalization
internalization)
Ensure no
operations
impact
during
outsource
of AFC
maintenanc
e service
Capture key
knowledge
from
experience
staff
Arrange job
attachment to
experience
staff
NA NA Both NA Small Low cost Low
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Ensure
maintenance
contractor
have
Share
knowledge
with
collaboration
Low High Tacit Both Small Low cost Low
Knowledge sharing
(socialization
exchange)
Improving Productivity amp Sustainability Through KMS
Page 26 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
competence
to maintain
the system
partners
Strengthen
contractor
monitoring
and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low NA
Ensure no
operations
impact
during new
project or
new
stationline
opening
Ensure new
system to
implement
according to
Particular
Specification
(PS)
Capture
useful
information
from PS
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Capture
useful
information
for test amp
commissioni
ng
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Ensure
defects are
resolved
before
putting the
new system
into
operations
Resolve all
defects
before
handover
NA NA Both Both Large (done by
whole Section) Low cost Low
Knowledge
application
(direction
routines)
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Page 27 of 72
Steps 4 ndash Prioritize the needed KM processes
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
Maintain
key
knowledg
e for AFC
Form a
special
team for
AFC
work
Form an
AFC
Special
Duty Team
(AFCSDT)
No OK NA NA No NA NA NA 0 1 2 05
Strengthe
n training
and
practice
for
AFCSDT
Arrange
formal
training
No No OK Yes No Yes No
Knowledge
capture
(externalizatio
n
internalization
)
2 1 4 25
Conduct
drill
exercise
No OK OK OK Yes Yes No
Knowledge
application
(direction
routines)
2 3 2 35
Build a
knowledg
e database
for AFC
Establish a
knowledge
database
OK Yes Yes OK Yes Yes No
(1)
Knowledge
capture
(externalizatio
n
internalization
)
(2)
Knowledge
application
(routines)
4 2 3 5
Ensure no
operations
Capture
key
Arrange on-
the-job NA OK Yes OK Yes Yes No
Knowledge
sharing 3 2 1 4
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Page 28 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
impact
during
outsource
of AFC
maintenan
ce service
knowledg
e from
experienc
e staff
training to
experience
staff
(socialization
exchange)
Ensure
maintenan
ce
contractor
are
compete
to
maintain
the
system
Share
knowledge
with
collaboratio
n partners
No Yes Yes OK Yes Yes No
(1)
Knowledge
sharing
(socialization
exchange) (2)
Knowledge
application
(direction
routines)
4 1 1 45
Strengthen
contractor
monitoring
and
supervision
NA NA No Yes No Yes No
Knowledge
application
(routines)
2 0 3 2
Ensure no
operations
impact
during
new
project or
new
stationlin
e opening
Ensure
new
system to
implemen
t
according
to
Particular
Specificat
ion(PS)
Capture
useful
information
from
Particular
Specificatio
n
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
)
3 0 4 3
Capture
useful
information
for test amp
commissioni
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
3 0 4 3
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Page 29 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
ng )
Ensure
defects
are
resolved
before
putting
the new
system
into
operations
Resolve all
defects
before
handover
the system
NA NA OK Yes No Yes No
Knowledge
application
(direction
routines)
3 1 2 25
Yes = 1 OK = 05 No = 0
Improving Productivity amp Sustainability Through KMS
Page 30 of 72
Steps 5 amp 7 ndash Identify the existing KM processes and assess the KM infrastructure
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
5
Build a
knowledge
database for
AFC
Establish a
knowledge
database
(1) Knowledge
capture
(externalization
internalization)
(2) Knowledge
application
(routines)
Centralize
technical
library
Intranet to
keep Work
Instruction
(WI)
procedure and
drawings
Top
management
support
Relies
mainly on
paper-based
central
library and
intranet
Intranet
calendaring
Web-based
discussion
group Staff are
willing to
share
informati
on and
knowledg
e
PC
training
room and
on-site
equipmen
t
Yes but
low
efficiency
No as
system
complexity
became
higher the
effectiveeff
iciency was
dropped due
to poor
organizing
of
information
and
knowledge
45
Ensure
maintenance
contractor
have
competence
to maintain
the system
Share
knowledge
with
collaboration
partners
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Arrange
formal
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Relied on
Email and
SharePoint
PC based
Internet and
SharePoint
Yes
Yes but
needs to
ensure new
staff(due to
turnover)
are also
competence
4
Capture key
knowledge
from
Arrange on-
the-job
training to
Knowledge
sharing
(socialization
Learning by
observation
and practice
Email and
word
processing
Mentorship
PC based
Intranet
Email and
Yes but
low
efficiency
No because
mentorship
scheme
Improving Productivity amp Sustainability Through KMS
Page 31 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
experience
staff
experience
staff
exchange) documents Microsoft
Office
applications
could only
arrange one
or two staff
for job-
attachment
35
Strengthen
training and
practice for
AFCSDT
Conduct drill
exercise
Knowledge
application
(direction
routines)
Learning by
practice
Relied on
Microsoft
Office
applications
Yes
Yes but
there is no
plan to
conduct the
drill and the
report did
not organize
in proper
manner
3
Ensure new
system to
implement
according to
Particular
Specificatio
n
Capture useful
information
from PS Knowledge
capture
(externalization
internalization)
Face-to-face
project
meetings
Project
submissions
by Email
Incentives link
to
performance
appraisal
Relied on
Email and
Sharepoint
PC based
Internet and
Sharepoint
Contracto
r are
willing to
share
informati
on with
client
PC
meeting
rooms and
site
environm
ent
Yes Yes Capture useful
information
for test amp
commissionin
g
25
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Knowledge
capture
(externalization
internalization)
Classroom
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Top
management
encouragemen
t
Part of staff
developmen
t
programme
PC based
Intranet
Email and
Microsoft
Office
applications
Staff are
willing to
learn
PC
meeting
rooms and
site
environm
ent
Yes
Yes but the
training
material did
not organize
in proper
manner
Ensure Resolve all Knowledge Face-to-face Email and Incentives link Part of pre- Maintain Yes Yes
Improving Productivity amp Sustainability Through KMS
Page 32 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
defects are
resolved
before
putting the
new system
into
operations
defects before
handover the
system
application
(direction
routines)
project
meetings
word
processing
documents
to
performance
appraisal
commissioni
ng activities
higher
performan
ce
standard
2
Ensure
maintenance
contractor
have
competence
to maintain
the system
Strengthen
contractor
monitoring
and
supervision
Knowledge
application
(routines)
Face-to-face
performance
review
meetings
Part of post-
commissioni
ng activities
Yes Yes
Improving Productivity amp Sustainability Through KMS
Page 33 of 72
Steps 8 ndash Develop additional needed KM systems mechanisms and technologies
Priority Major Processes Sub-processes Recommended KM Processes Develop Additional Needed KM Systems
Mechanisms Technologies
5 Build a knowledge
database for AFC
Establish a knowledge
database
(1) Knowledge capture
(externalization internalization)
(2) Knowledge application
(routines)
Convert AFC knowledge into explicit
forms
(1) Apply SharePoint to build a
document-management platform for
AFC SharePoint needs to be
customized the architecture for AFC
As such it becomes an access shared
workspaces information stores and
documents
(2) Apply MTR Creator (Web-based
discussion groups) to share
knowledge for AFC
45
Ensure maintenance
contractor have
competence to
maintain the system
Share knowledge with
collaboration partners
(1) Knowledge sharing
(socialization exchange)
(2) Knowledge application
(direction routines)
(1) Utilize of knowledge stored in
SharePoint
(2) Assess the competence level of
maintenance contractor periodically
4
Capture key
knowledge from
experience staff
Arrange on-the-job
training to experience
staff
Knowledge sharing (socialization
exchange)
(1) Capture and transfer of expertsrsquo
knowledge into procedures in
centralize electronic document system
(2) Conduct case study to strengthen
internalization process
35 Strengthen training
and practice for
AFCSDT
Conduct drill exercise Knowledge application (direction
routines)
To share drill report procedures best
practices and lessons learned for AFC
25 Arrange formal training Knowledge capture
(externalization internalization) To share training material for AFC
Improving Productivity amp Sustainability Through KMS
Page 34 of 72
94 Analysis and Recommendation
Base on the above Item 93 of KM assessment below are the analysis and recommendation
941 Analysis
- MTR is a large transportation company that pursued a low-cost business strategy to operate
its systems in a safe and reliable manner
- MTR faces low levels of uncertainty because of monopoly AFC tasks are highly dependent
because individual machines are co-related
- MTR relies mainly on explicit procedure knowledge However several projects and railway
extensions make frequent changes in the system As such MTR becomes more rely on the
tacit knowledge possessed by its employees
- MTR had pursued technologies (eg SharePoint and Web-based discussion groups) to
support knowledge management The company had set-up the platform but there was no
expertise to customize particular application Staff had just used these softwares as rituals
rather than knowledge capturing or sharing platform
942 Recommendations
- To enhance people-to-document through more on-the-job training and develop an electronic
document system that codifies stores disseminates and allows reuse of knowledge for AFC
Improving Productivity amp Sustainability Through KMS
Page 35 of 72
- MTR had successfully applied the SharePoint in projects and railway extensions as pilot
Because of the reuse economics MTR shall further extend the application of SharePoint in
Operations Department and arrange expertise to customize the application for AFC
- Establishment and use of communities of AFC to support socialisation capture and reuse of
knowledge To enhance socialisation through more job attachments meetings and group
projects
- To enhance internalisation through more training case studies and presentations
- To motivate staff to setup amp maintain KMS for ongoing operations
bull Physiological need
ndash Review salary by staff performance
ndash Clear reward system
bull Safety need
ndash Job is secured even though share knowledge with others
ndash Training for staff without enough skill
bull Belongingness need
ndash Knowledge sharing (eg Share knowledge in SharePoint)
ndash More team activity (eg Work Improvement Team for AFC)
bull Self esteem need
ndash Social relationship with other
ndash After-office-hour activities
ndash Promotion opportunity
Improving Productivity amp Sustainability Through KMS
Page 36 of 72
10 Implementation Strategies and Plan
Below are the implementation strategies and plans
101 Use Information Technologies and Existing Resources
Based on Item 94 of KM analysis and recommendation below are the implementation details and
strategies Information technologies will be used as practical tools for activities mainly performed
and directed by humans to achieve real knowledge-based organizations Further it is inclined to use
existing resources and infrastructure due to time and budget constraints
102 Web-based Technologies
Among information technologies the web-based collaborative tools such as Wiki are very
successful and made it possible for corporate employees to continuously contribute and access
information to and from the central repository Virtual world further increased collaborative
opportunities in the process of knowledge sharing In virtual world a team can work synchronously
The new generations of virtual world tools allow the team not only meet and exchange ideas verbally
but also document them by creating processes procedures and diagrams of concepts that are
explicitly formed one part of the base of organizational knowledge
103 Codification Approach
One strategy to KM involves active management of knowledge (push strategy) In such an instance
individuals strive to explicitly encode their knowledge into a shared knowledge repository such as a
database as well as retrieving knowledge they need which other individuals have provided to the
Improving Productivity amp Sustainability Through KMS
Page 37 of 72
repository This is also commonly known as codification approach to KM In the below section
SharePoint will be used to implement a shared knowledge repository
104 Personalization Approach
Another strategy to KM involves individuals who make requests for knowledge from experts
associated with a particular subject on an ad hoc basis (pull strategy) In such an instance experts
can provide their insights to the particular person or people who need this information This is also
commonly known as the personalization approach to KM In the below section MTR Creators will
be used to implement an E-Discussion Forum Within MTR Creators Subject Matter Advisor (SMA)
will act as an expert to provide feedback to particular questioner
105 KM Mechanisms
Knowledge can be accessed at three stages of ldquobeforerdquo ldquoduringrdquo and ldquoafter KM-related activities
Different organizations have tried various knowledge capture incentives including making content
submission mandatory and incorporating rewards into performance measurement plans as motivation
Whenever staff found that KMS is useful for them or once the habit of contributing sharing and
accessing knowledge is instilled incentivesmotivation are no longer required In the below section
rewards scheme will be incorporated into Annual Performance Appraisal to evaluate the contribution
of KM
106 Knowledge Management Software
Knowledge Management Software is a subset of enterprise content management software which
contains a range of software that specializes in the way information is collected stored andor
accessed The knowledge management is based on a range of practices used by an individual a
Improving Productivity amp Sustainability Through KMS
Page 38 of 72
business and a large corporation to identify create represent and redistribute information for a
range of purposes Software that enables an information practice or range of practices at any part of
the processes of information management can be deemed as information management software A
subset of information management software emphasizes an approach to build knowledge out of
information that is managed or contained which is often called knowledge management software
107 Selection of Knowledge Management Software
In 2008 and 2009 MTR had spent a lot of resources and make huge investments in the latest
technologies (eg SharePoint 2007) systems (MTR Creators) and infrastructures to support
knowledge management Furthermore these knowledge management software tools have the
advantages of using organizationrsquos existing information technology infrastructure with supporting by
senior management Additionally there was no funding for the implementation of this project
Hence existing resources will be made good use of building the application for AFC instead of
sourcing alternative software
1071 SWOT Analysis
In the following table a SWOT analysis is conducted SharePoint (existing resources) and PC Base
Expert System are selected for comparison The aim is to select the right technology to build the
web-base knowledge repositories
SharePoint PC Base Expert System
Strength
(1) Because of existing resources
(introduced in end 2008) it is not required
(1) Can develop as artificial
intelligence by means of Case-
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Page 39 of 72
to raise funding
(2) Minimum user training
(3) Just need to do the setup customization
and administrative work
(4) Web-base document library can also
fulfill business objectives
(5) Relative easy to do the setup
customization amp administration
based or rule-Based reasoning
systems
(2) Can develop as web-base
library
(3) Fulfill business objectives
Weakness
Expertise to do setup customization amp
administration
(1) Need to raise additional cost
Relative longer development time
(2) Need expertise to develop
Opportunities
(1) Relative easy to get short win
(2) Management support in prior
More applications by means of
Case-based or rule-based
reasoning systems
Threat
Limited applications Higher cost but other technologies
may fulfill the same objectives
In the following table SWOT analysis is conducted MTR Creators (existing resources) and Yahoo
Knowledge are selected for comparison The aim is to select the right collaborative technology
(groupware etc) to build an E-discussion forum
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Page 40 of 72
MTR Creators Yahoo Knowledge
Strength
(1) Because of existing resources
(introduced in end 2009) it is not required
to raise funding
(2) Minimum user training
(3) Just need to do the setup
customization and administrative work
(4) The web-base discussion forum can
fulfill business objectives
(1) Able to fulfill business
objectives
(2) Attractive MMI
(3) With scoring system to
encourage people to participate
(4) High degree of information
(5) Open to public
(6) No need to do setup
Weakness
(1) Limited to internal expertise
(2) Need to do the setup customization amp
administration work
Insufficient knowledge for specific
systems
Opportunities Management support in prior No cost is required
Threat
Have redundancy by means of Email or
other technologies
The answer has no guarantee
After analyzed SharePoint is selected to build web-base knowledge repositories because of no cost
and short implementation time while MTR Creators is selected to build an E-discussion forum with
the same reason More important both technologies are able to fulfill business objectives
108 Implementation Approaches
Both SharePoint and MTR Creators were not widely adopted at the beginning (mid of 2009) This
was because no expertise was willing to do the customization setup and administration work for the
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Page 41 of 72
particular applications within the department In light of this these resources will be made good use
of and tried to maximize the utilization of these technologies and existing infrastructure In the
below sections setup customization and administrative works for SharePoint and MTR Creators
will be conducted The purpose is to build an E-document library and E-discussion forum to in line
with KM mechanisms
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109 Implementation Plan
Below is the project timeline In Jan 2010 all the setup and customization works for AFC had been completed In Feb 2010
application for these technologies together with other KM mechanisms had been started AFC SDT and other AFC team with a total
of about 22 staff were selected to apply the KMS for AFC In Jan 2010 a questionnaire had been sent to them to collect their needs
for AFC and their views for KMS In Jun 2010 another questionnaire had been sent to them to collect their comments after applying
the KMS for five months
November January February March April May
1 Review business context
2 Problem statement
3 Define project objective amp scope
4 Literature review
5 Data collection amp assessment
6 Implementation
7 Performance evaluation amp control
8 Submit project report
Tasks2009 2010
DescriptionJuneDecember
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1010 SharePoint
Microsoft SharePoint also known as Microsoft SharePoint Products and Technologies is a content
management system with integrated search functionality developed by Microsoft that allows users to
work in a web-based collaborative environment Microsoft provides certain built-in functionality and
third party developers can also develop custom modifications to extend functionalities
SharePoint is a collection of products and software elements that includes among a growing selection
of components web browser based collaboration functions process management modules search
modules and a document-management platform SharePoint can be used to host web sites that access
shared workspaces information stores and documents as well as host defined applications such as
wikis and blogs All users can manipulate proprietary controls called web parts or interact with
pieces of content such as lists and document libraries
10101 Background of Corporate Document Management System at MTR
In year 2008 MTR selected Microsoft SharePoint 2007 as the future document management platform
This platform became part of the infrastructure of Document Management System (DMS) for all
departments and supported the on-going document management needs of MTR Corporation
In mid 2008 the DMS platform was established by IT department in MTR The application setup and
administration work was relied on individual department In end 2008 these two pilot trials were
rolled out with satisfactory result which interested other departments to migrate their legacy system
into e-library Basically the application setup and ownership were released to individual department
The DMS consists of Document Libraries owned by various departments and working groups Please
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refer below Figure 5 for Enterprise Information Portal After clicking the DMS in Figure 5 the site
hierarchy tree of Document Libraries folders were expanded as illustrated in Figure 6
Figure 5 Figure 6
Referring to Figure 6 the Site Hierarchy Tree shows the document libraries that are available
in corresponding departmentrsquos folder The Document Libraries is a place on a site where user can
create share and update files It contains custom properties that stores metadata of files in the libraries
and also provides fine-grained security for granting access to those files The Document Libraries are
owned by various departments and working groups in the Operations Division Respective owner
possesses the autonomy to control who can access and to what extent under the Document Libraries
Due to various issues (for example some departments are not familiar with Information System setup
and not willing to take up the duties and responsibilities of being an administrator etc) the application
of SharePoint was not widely adopted in Operations Division
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10102 Use SharePoint as E-Document Library for AFC
Before 2009 SharePoint had never been applied to AFC knowledge management activities In Jan
2010 the initial set up share folder creation and the knowledge sharing activities for AFC among all
my staff had been conducted I acted as an Administrator role to govern knowledge management
activities in SharePoint Basically Administrators needed to manage the access permission and folder
structure of individual document libraries Meanwhile other working teams were encouraged to share
their knowledge and useful documents in SharePoint Before starting these activities in SharePoint the
following setup was required to arrange
10103 Created the folder structure
In the below Figure 7 the folder structure of a document library at Site Hierarchy called AFC SDT
was created AFC staff could add files to the library and other people can make changes to them
Those changes would be stored in the library at server not at their own computers And other people
could easily access the files by using a Web browser provided that they have been granted the
permissions to do so
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Figure 7 Figure 8
10104 Define Content Types
In the above Figure 8 the content type was defined which is suitable for AFC application A content
type is used to define the attributes of a document Each content type can store different attributes in
the document library and also can associate with different document library For example all
deliverable documents in a project file may require a set of attributes such as project code and project
owner By creating a project content type the required information such as project code must be
assured and the project owner will be associated with all variants of user deliverable documents for
AFC
10105 File Permission Settings
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In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
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Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
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Page 49 of 72
Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
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Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
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Page 51 of 72
Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
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Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
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Page 53 of 72
PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
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Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
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10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
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11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
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Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
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Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
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Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 14
Improving Productivity amp Sustainability Through KMS
Page 12 of 72
experiences comprise knowledge either embodied in individuals or embedded in
organizational processes or practice
An established discipline since 1991 (see Nonaka 1991) KM includes courses teaching in the
fields of business administration information systems management and library and
information sciences More recently other fields have started contributing to KM research
these include computer science information and media
KM efforts have a long history to include on-the-job discussions formal apprenticeship
discussion forums corporate libraries professional training and mentoring programs More
recently with the increased use of computers in the second half of the 20th century specific
adaptations of technologies such as knowledge bases expert systems knowledge repositories
group decision support systems intranets and computer supported cooperative work have
been introduced to further enhance such efforts
86 Definition for Knowledge Management Systems (KMS)
In 1999 the term personal knowledge management was introduced which refers to the
management of knowledge at the individual level (Wright 2005) In terms of the enterprise
early collections of case studies recognized the importance of knowledge management
dimensions of strategy process and measurement (Morey Maybury amp Thuraisingham 2002)
Key lessons learned included people and the cultures that influence their behaviors are the
single most critical resource for successful knowledge creation dissemination and
application cognitive social and organizational learning processes are essential to the
success of a knowledge management strategy and measurement benchmarking and
Improving Productivity amp Sustainability Through KMS
Page 13 of 72
incentives are essential to accelerate the learning process and to drive cultural change In
short knowledge management programs can yield impressive benefits to individuals and
organizations if they are purposeful concrete and action-oriented More recently with the
advent of the Web 20 the concept of knowledge management has evolved towards a vision
more based on people participation and emergence
According to Becerra-Fernandez et al (2004) knowledge management mechanisms such as
mentoring retreats etc are organizational or structural means used to promote knowledge
management (KM) The use of leading-edge information technologies (IT) (eg Web-based
conferencing) to support KM mechanisms enables dramatic improvement in KM Knowledge
Management Systems (KMS) is the synergy between latest technologies and socialstructural
mechanisms In summary Knowledge Management System (KMS) refers to the Latest
Technology plus SocialStructural Mechanisms Please refer below table for the relationship
between KM processes mechanisms and corresponding technologies
KM
Processes
KM
Systems
KM Sub-
Processes
Illustrative KM
Mechanisms
Illustrative KM
Technologies
Knowledge
Discovery
Knowledge
Discovery
System
Combination Meetings telephone
conversations and
documents
collaborative creation
of documents
Databases web-based
access to data data
mining repositories of
information Web
portals best practices
and lessons learned
Improving Productivity amp Sustainability Through KMS
Page 14 of 72
KM
Processes
KM
Systems
KM Sub-
Processes
Illustrative KM
Mechanisms
Illustrative KM
Technologies
Socialization Employee rotation
across departments
conferences
brainstorming
retreats cooperative
projects initiation
Video-conferencing
electronic discussion
groups e-mail
Knowledge
Capture
Knowledge
Capture
Systems
Externalization Models prototypes
best practices lessons
learned
Expert systems chat
groups best practices
and lessons learned
databases
Internalization Learning by doing
on-the-job training
learning by
observation and face-
to-face meetings
Computer-based
communication AI-
based knowledge
acquisition computer-
based simulations
Knowledge
Sharing
Knowledge
Sharing
Systems
Socialization See above See above
Exchange Memos manuals
letters presentations
Team collaboration
tools web-based access
to data databases and
repositories of
information best
Improving Productivity amp Sustainability Through KMS
Page 15 of 72
KM
Processes
KM
Systems
KM Sub-
Processes
Illustrative KM
Mechanisms
Illustrative KM
Technologies
practices databases
lessons learned systems
and expertise locator
system
Knowledge
Application
Knowledge
Application
Systems
Direction Traditional
hierarchical
relationships in
organizations help
desks and support
centers
Capture and transfer of
expertsrsquo knowledge
troubleshooting systems
and case-based reasoning
systems decision
support systems
Routines Organizational
policies work
practices and
standards
Expert systems
enterprise resource
planning systems
management information
systems
87 Motivation
Referring to Gary amp Alan (2008) motivation is an extent to which persistent effort is
directed toward a goal Effort persistence direction and goal are important elements to
achieve motivation
Improving Productivity amp Sustainability Through KMS
Page 16 of 72
According to Becerra ndashFernandez et al 2004 KM is directly linked to what people know
and how what they know can support business and organizational objectives It draws on
human competency intuition ideas and motivations In light of this motivation is one of the
important elements which cannot be ignored during the implementation of KM Motivation
can positively influence and encourage staff to contribute continuously their efforts towards
the successful attainment of KM
With reference to Wikipedia there is a number of claims exist as to the motivations leading
organizations to undertake a KM effort Typical considerations driving a KM effort include
making available increased knowledge content in the development and provision of products
and services as well as achieving shorter new product development cycles and etc
871 Need Theory of Work Motivation
According to Gary amp Alan (2008) the Need Theory specified what kinds of needs people
have and the conditions under which they will be motivated to satisfy these needs in a way
that contributes to better performance Needs are physiological and psychological wants or
desires that individuals can satisfy by acquiring certain incentives or achieving particular
goals It is the behaviour stimulated by this acquisition process that reveals the motivational
character of needs According to Maslowrsquos Hierarchy of Needs motivation can be divided
into intrinsic and extrinsic as shown in Figure 3
Improving Productivity amp Sustainability Through KMS
Page 17 of 72
The unsatisfied need category at the lowest-level has the greatest motivating potential The
best motivation depends on the personrsquos position in the need hierarchy According to Maslow
individuals are motivated to satisfy their physiological needs before they reveal an interest in
safety needs Thus safety needs must be satisfied before social needs become motivational
and so on
872 Goal Setting Theory and Management by Objectives
According to Robbins and Coulter (2005) goal setting is a motivational technique that uses
specific challenging and acceptable goals and provides feedback to enhance performance
The two main categories are learning goals and performance goals Learning goals are
process-oriented goals that focus on learning and enhancing the understanding of a task and
the use of task strategies Performance goals are outcome-oriented goals that focus on the
achievement of specific performance outcomes
Physiological
Safety
Belongingness
Self-esteem
Self-actualization
Intrinsic Motivation
Extrinsic Motivation
Figure 3 ndash Maslowrsquos Hierarchy of Needs
Improving Productivity amp Sustainability Through KMS
Page 18 of 72
According to Robbins and Coulter (2005) Management by Objectives (MBO) is an elaborate
goal-setting and evaluation process that organizations typically use for management tasks
Objectives for the organization as a whole are developed by top management and diffused
down and translated into specific behavioural objectives for individual members to achieve
through the process of planning motivating evaluating and reward
873 Job Characteristics Model (JCM)
According to Robbins and Coulter (2005) JCM specified the job characteristics and used to
redesign work to make it more motivated Referring to Figure 4 below it describes how the
first three dimensions ndash skill variety task identity and task significance ndash combine to create
meaningful work From a motivational standpoint JCM suggests that internal rewards are
obtained when an employee learns (knowledge of results through feedback) that he or she
personally (experienced responsibility through autonomy of work) has well performed on a
task that he or she cares about (experienced meaningfulness through skill variety task
identity andor task significance) The more these three conditions characterize a job the
greater the employeersquos motivation
Improving Productivity amp Sustainability Through KMS
Page 19 of 72
Figure 4 ndash Job Characteristic Models (JCM)
9 Scope of Work
The major scope to keep knowledge for AFC is to ensure no negative impact during changes
in business environment My key assignment is to train AFCSDT as AFC expert in the
coming two years KMS will be applied to leverage their knowledge and build a reservoir
for AFC knowledge Meanwhile motivation theory will also be applied to ensure ongoing
operations until the KMS become an organizational culture in the department AFCSDT
would strengthen contractor monitoring supervision and TampC activities to ensure no adverse
impact after outsourcing new projects or stationrailway extensions
91 How do I manage their motivation forces
In December 2009 six technicianssenior technicians were redeployed to my section and
under my supervision With reference to the results of other departments the initial setup of
Improving Productivity amp Sustainability Through KMS
Page 20 of 72
KMS might not be difficult but to keep a momentum to maintain the KMS as departmental
culture would be a real challenge It is because there are several inherent personnel issues as
below
- Employees always think that their special skill and knowledge are eroding
- Employees will think that KMS is an extra task other than normal duties hence they will
be reluctant to involve in it
- Fear of job securityredundancy
- Normal working hours are already occupied by day-to-day duties therefore not much
time can be spared to handle additional KM activities
Because of the captioned reasons motivation techniques must be applied to tempt staff to use
KMS In addition it is essential to keep the momentum forces of KMS and to ensure
sufficient driving forces of motivation within the team until using KMS become departmental
culture According to Maslowrsquos Hierarchy of Needs motivation can be achieved by the
below techniques
Maslowrsquos Hierarchy of
Needs
Propose motivation techniques
Physiological
1 Review salary by staff performance in relation to KMS
2 Clear reward system
Safety
1 Job is secured even though share knowledge with other
2 Training for staff without enough skill
Belongingness 1 Knowledge sharing
Improving Productivity amp Sustainability Through KMS
Page 21 of 72
Maslowrsquos Hierarchy of
Needs
Propose motivation techniques
2 More team activity
Self esteem
1 Social relationship with other
2 After-office-hour activities
3 Promotion opportunity
92 Qualitative Measures
In order to identify existing KM processes qualitative measures will be used Questionnaire
and informal chatting with the technicians and engineers were arranged in January 2010
Please refer Appendix 2 for the questionnaire
93 KM Assessment
Firstly an assessment for contingent factors will be conducted This is to evaluate the effect
of knowledge and task characteristics environmental and organizational characteristics
before selecting appropriate KM processes Secondly methodology will be assessed This is
to identify task-oriented key processes assess the contingency factors prioritize assess the
KM infrastructure and develop additional needed KM systems mechanisms and
technologies applied to AFC The eight steps are required to go through and are summarized
as below The elaboration of each steps are detailed in the following tables
1 Identify task-oriented key processes
2 Assess the contingency factors
Improving Productivity amp Sustainability Through KMS
Page 22 of 72
3 Identify the KM processes based on each contingency factor
4 Prioritize the needed KM processes
5 Identify the existing KM processes
6 Identify the additional needed KM processes
7 Assess the KM infrastructure
8 Develop additional needed KM systems mechanisms and technologies
Improving Productivity amp Sustainability Through KMS
Page 23 of 72
Steps 1 amp 2 ndash Identify task-oriented key processes and assess the contingency factors
Business
Objectives Major Processes Sub-processes
Assess the Contingency Factors
Task Characteristics Knowledge Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environmental
Uncertainty =
High or Low
Task
Uncertainty =
High or Low
Task
Dependence =
High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain key
knowledge for
AFC
Form a special team for
AFC work
Form an AFC
Special Duty Team
(AFCSDT)
Low NA NA NA Large NA NA
Strengthen training and
practice for AFCSDT
Arrange formal
training Low Low Explicit Procedural Large Low cost Low
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Build a knowledge
database for AFC
Establish a
knowledge database Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Ensure no
operations
impact during
outsource of
AFC
maintenance
service
Capture key knowledge
from experience staff
Arrange job
attachment to
experience staff
NA NA Both NA Small Low cost Low
Ensure maintenance
contractor have
competence to maintain
the system
Share knowledge
with collaboration
partners
Low High Tacit Both Small Low cost Low
Strengthen contractor
monitoring and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low
Ensure no
operations
impact during
new project or
new
stationline
opening
Ensure new system to
implement according to
Particular
Specification(PS)
Capture useful
information from PS Low Low Explicit Procedural
Small (conduct
by small team) Low cost Low
Capture useful
information for test
amp commissioning
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Ensure defects are
resolved before putting
the new system into
operations
Resolve all defects
before handover NA NA Both Both
Large (done by
whole Section) Low cost Low
Improving Productivity amp Sustainability Through KMS
Page 24 of 72
Steps 3 ndash Identify the KM processes based on each contingency factor
Characteristic LevelType Recommended KM Processes
Organization
Size
Small Knowledge sharing (socialization)
Knowledge application (direction)
Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Large Knowledge sharing (exchange)
Knowledge application (routines)
Knowledge discovery (combination)
Knowledge capture (externalization internalization)
Business Strategy
Low cost Knowledge application (direction routines)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Differentiation Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Environmental
Uncertainty
Low Knowledge sharing (socialization exchange)
Knowledge capture (externalization internalization)
High Knowledge discovery (combination socialization)
Knowledge application (direction routines)
Improving Productivity amp Sustainability Through KMS
Page 25 of 72
Steps 3 ndash Identify the KM processes based on each contingency factor
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain
key
knowledge
for AFC
Form a
special team
for AFC
work
Form an
AFC Special
Duty Team
(AFCSDT)
Low NA NA NA Large NA NA NA
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Low Low Explicit Procedural Large Low cost Low
Knowledge capture
(externalization
internalization)
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Knowledge sharing
(socialization
exchange)
Build a
knowledge
database for
AFC
Establish a
knowledge
database
Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Knowledge capture
(externalization
internalization)
Ensure no
operations
impact
during
outsource
of AFC
maintenanc
e service
Capture key
knowledge
from
experience
staff
Arrange job
attachment to
experience
staff
NA NA Both NA Small Low cost Low
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Ensure
maintenance
contractor
have
Share
knowledge
with
collaboration
Low High Tacit Both Small Low cost Low
Knowledge sharing
(socialization
exchange)
Improving Productivity amp Sustainability Through KMS
Page 26 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
competence
to maintain
the system
partners
Strengthen
contractor
monitoring
and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low NA
Ensure no
operations
impact
during new
project or
new
stationline
opening
Ensure new
system to
implement
according to
Particular
Specification
(PS)
Capture
useful
information
from PS
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Capture
useful
information
for test amp
commissioni
ng
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Ensure
defects are
resolved
before
putting the
new system
into
operations
Resolve all
defects
before
handover
NA NA Both Both Large (done by
whole Section) Low cost Low
Knowledge
application
(direction
routines)
Improving Productivity amp Sustainability Through KMS
Page 27 of 72
Steps 4 ndash Prioritize the needed KM processes
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
Maintain
key
knowledg
e for AFC
Form a
special
team for
AFC
work
Form an
AFC
Special
Duty Team
(AFCSDT)
No OK NA NA No NA NA NA 0 1 2 05
Strengthe
n training
and
practice
for
AFCSDT
Arrange
formal
training
No No OK Yes No Yes No
Knowledge
capture
(externalizatio
n
internalization
)
2 1 4 25
Conduct
drill
exercise
No OK OK OK Yes Yes No
Knowledge
application
(direction
routines)
2 3 2 35
Build a
knowledg
e database
for AFC
Establish a
knowledge
database
OK Yes Yes OK Yes Yes No
(1)
Knowledge
capture
(externalizatio
n
internalization
)
(2)
Knowledge
application
(routines)
4 2 3 5
Ensure no
operations
Capture
key
Arrange on-
the-job NA OK Yes OK Yes Yes No
Knowledge
sharing 3 2 1 4
Improving Productivity amp Sustainability Through KMS
Page 28 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
impact
during
outsource
of AFC
maintenan
ce service
knowledg
e from
experienc
e staff
training to
experience
staff
(socialization
exchange)
Ensure
maintenan
ce
contractor
are
compete
to
maintain
the
system
Share
knowledge
with
collaboratio
n partners
No Yes Yes OK Yes Yes No
(1)
Knowledge
sharing
(socialization
exchange) (2)
Knowledge
application
(direction
routines)
4 1 1 45
Strengthen
contractor
monitoring
and
supervision
NA NA No Yes No Yes No
Knowledge
application
(routines)
2 0 3 2
Ensure no
operations
impact
during
new
project or
new
stationlin
e opening
Ensure
new
system to
implemen
t
according
to
Particular
Specificat
ion(PS)
Capture
useful
information
from
Particular
Specificatio
n
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
)
3 0 4 3
Capture
useful
information
for test amp
commissioni
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
3 0 4 3
Improving Productivity amp Sustainability Through KMS
Page 29 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
ng )
Ensure
defects
are
resolved
before
putting
the new
system
into
operations
Resolve all
defects
before
handover
the system
NA NA OK Yes No Yes No
Knowledge
application
(direction
routines)
3 1 2 25
Yes = 1 OK = 05 No = 0
Improving Productivity amp Sustainability Through KMS
Page 30 of 72
Steps 5 amp 7 ndash Identify the existing KM processes and assess the KM infrastructure
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
5
Build a
knowledge
database for
AFC
Establish a
knowledge
database
(1) Knowledge
capture
(externalization
internalization)
(2) Knowledge
application
(routines)
Centralize
technical
library
Intranet to
keep Work
Instruction
(WI)
procedure and
drawings
Top
management
support
Relies
mainly on
paper-based
central
library and
intranet
Intranet
calendaring
Web-based
discussion
group Staff are
willing to
share
informati
on and
knowledg
e
PC
training
room and
on-site
equipmen
t
Yes but
low
efficiency
No as
system
complexity
became
higher the
effectiveeff
iciency was
dropped due
to poor
organizing
of
information
and
knowledge
45
Ensure
maintenance
contractor
have
competence
to maintain
the system
Share
knowledge
with
collaboration
partners
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Arrange
formal
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Relied on
Email and
SharePoint
PC based
Internet and
SharePoint
Yes
Yes but
needs to
ensure new
staff(due to
turnover)
are also
competence
4
Capture key
knowledge
from
Arrange on-
the-job
training to
Knowledge
sharing
(socialization
Learning by
observation
and practice
Email and
word
processing
Mentorship
PC based
Intranet
Email and
Yes but
low
efficiency
No because
mentorship
scheme
Improving Productivity amp Sustainability Through KMS
Page 31 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
experience
staff
experience
staff
exchange) documents Microsoft
Office
applications
could only
arrange one
or two staff
for job-
attachment
35
Strengthen
training and
practice for
AFCSDT
Conduct drill
exercise
Knowledge
application
(direction
routines)
Learning by
practice
Relied on
Microsoft
Office
applications
Yes
Yes but
there is no
plan to
conduct the
drill and the
report did
not organize
in proper
manner
3
Ensure new
system to
implement
according to
Particular
Specificatio
n
Capture useful
information
from PS Knowledge
capture
(externalization
internalization)
Face-to-face
project
meetings
Project
submissions
by Email
Incentives link
to
performance
appraisal
Relied on
Email and
Sharepoint
PC based
Internet and
Sharepoint
Contracto
r are
willing to
share
informati
on with
client
PC
meeting
rooms and
site
environm
ent
Yes Yes Capture useful
information
for test amp
commissionin
g
25
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Knowledge
capture
(externalization
internalization)
Classroom
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Top
management
encouragemen
t
Part of staff
developmen
t
programme
PC based
Intranet
Email and
Microsoft
Office
applications
Staff are
willing to
learn
PC
meeting
rooms and
site
environm
ent
Yes
Yes but the
training
material did
not organize
in proper
manner
Ensure Resolve all Knowledge Face-to-face Email and Incentives link Part of pre- Maintain Yes Yes
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Page 32 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
defects are
resolved
before
putting the
new system
into
operations
defects before
handover the
system
application
(direction
routines)
project
meetings
word
processing
documents
to
performance
appraisal
commissioni
ng activities
higher
performan
ce
standard
2
Ensure
maintenance
contractor
have
competence
to maintain
the system
Strengthen
contractor
monitoring
and
supervision
Knowledge
application
(routines)
Face-to-face
performance
review
meetings
Part of post-
commissioni
ng activities
Yes Yes
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Steps 8 ndash Develop additional needed KM systems mechanisms and technologies
Priority Major Processes Sub-processes Recommended KM Processes Develop Additional Needed KM Systems
Mechanisms Technologies
5 Build a knowledge
database for AFC
Establish a knowledge
database
(1) Knowledge capture
(externalization internalization)
(2) Knowledge application
(routines)
Convert AFC knowledge into explicit
forms
(1) Apply SharePoint to build a
document-management platform for
AFC SharePoint needs to be
customized the architecture for AFC
As such it becomes an access shared
workspaces information stores and
documents
(2) Apply MTR Creator (Web-based
discussion groups) to share
knowledge for AFC
45
Ensure maintenance
contractor have
competence to
maintain the system
Share knowledge with
collaboration partners
(1) Knowledge sharing
(socialization exchange)
(2) Knowledge application
(direction routines)
(1) Utilize of knowledge stored in
SharePoint
(2) Assess the competence level of
maintenance contractor periodically
4
Capture key
knowledge from
experience staff
Arrange on-the-job
training to experience
staff
Knowledge sharing (socialization
exchange)
(1) Capture and transfer of expertsrsquo
knowledge into procedures in
centralize electronic document system
(2) Conduct case study to strengthen
internalization process
35 Strengthen training
and practice for
AFCSDT
Conduct drill exercise Knowledge application (direction
routines)
To share drill report procedures best
practices and lessons learned for AFC
25 Arrange formal training Knowledge capture
(externalization internalization) To share training material for AFC
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94 Analysis and Recommendation
Base on the above Item 93 of KM assessment below are the analysis and recommendation
941 Analysis
- MTR is a large transportation company that pursued a low-cost business strategy to operate
its systems in a safe and reliable manner
- MTR faces low levels of uncertainty because of monopoly AFC tasks are highly dependent
because individual machines are co-related
- MTR relies mainly on explicit procedure knowledge However several projects and railway
extensions make frequent changes in the system As such MTR becomes more rely on the
tacit knowledge possessed by its employees
- MTR had pursued technologies (eg SharePoint and Web-based discussion groups) to
support knowledge management The company had set-up the platform but there was no
expertise to customize particular application Staff had just used these softwares as rituals
rather than knowledge capturing or sharing platform
942 Recommendations
- To enhance people-to-document through more on-the-job training and develop an electronic
document system that codifies stores disseminates and allows reuse of knowledge for AFC
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Page 35 of 72
- MTR had successfully applied the SharePoint in projects and railway extensions as pilot
Because of the reuse economics MTR shall further extend the application of SharePoint in
Operations Department and arrange expertise to customize the application for AFC
- Establishment and use of communities of AFC to support socialisation capture and reuse of
knowledge To enhance socialisation through more job attachments meetings and group
projects
- To enhance internalisation through more training case studies and presentations
- To motivate staff to setup amp maintain KMS for ongoing operations
bull Physiological need
ndash Review salary by staff performance
ndash Clear reward system
bull Safety need
ndash Job is secured even though share knowledge with others
ndash Training for staff without enough skill
bull Belongingness need
ndash Knowledge sharing (eg Share knowledge in SharePoint)
ndash More team activity (eg Work Improvement Team for AFC)
bull Self esteem need
ndash Social relationship with other
ndash After-office-hour activities
ndash Promotion opportunity
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10 Implementation Strategies and Plan
Below are the implementation strategies and plans
101 Use Information Technologies and Existing Resources
Based on Item 94 of KM analysis and recommendation below are the implementation details and
strategies Information technologies will be used as practical tools for activities mainly performed
and directed by humans to achieve real knowledge-based organizations Further it is inclined to use
existing resources and infrastructure due to time and budget constraints
102 Web-based Technologies
Among information technologies the web-based collaborative tools such as Wiki are very
successful and made it possible for corporate employees to continuously contribute and access
information to and from the central repository Virtual world further increased collaborative
opportunities in the process of knowledge sharing In virtual world a team can work synchronously
The new generations of virtual world tools allow the team not only meet and exchange ideas verbally
but also document them by creating processes procedures and diagrams of concepts that are
explicitly formed one part of the base of organizational knowledge
103 Codification Approach
One strategy to KM involves active management of knowledge (push strategy) In such an instance
individuals strive to explicitly encode their knowledge into a shared knowledge repository such as a
database as well as retrieving knowledge they need which other individuals have provided to the
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Page 37 of 72
repository This is also commonly known as codification approach to KM In the below section
SharePoint will be used to implement a shared knowledge repository
104 Personalization Approach
Another strategy to KM involves individuals who make requests for knowledge from experts
associated with a particular subject on an ad hoc basis (pull strategy) In such an instance experts
can provide their insights to the particular person or people who need this information This is also
commonly known as the personalization approach to KM In the below section MTR Creators will
be used to implement an E-Discussion Forum Within MTR Creators Subject Matter Advisor (SMA)
will act as an expert to provide feedback to particular questioner
105 KM Mechanisms
Knowledge can be accessed at three stages of ldquobeforerdquo ldquoduringrdquo and ldquoafter KM-related activities
Different organizations have tried various knowledge capture incentives including making content
submission mandatory and incorporating rewards into performance measurement plans as motivation
Whenever staff found that KMS is useful for them or once the habit of contributing sharing and
accessing knowledge is instilled incentivesmotivation are no longer required In the below section
rewards scheme will be incorporated into Annual Performance Appraisal to evaluate the contribution
of KM
106 Knowledge Management Software
Knowledge Management Software is a subset of enterprise content management software which
contains a range of software that specializes in the way information is collected stored andor
accessed The knowledge management is based on a range of practices used by an individual a
Improving Productivity amp Sustainability Through KMS
Page 38 of 72
business and a large corporation to identify create represent and redistribute information for a
range of purposes Software that enables an information practice or range of practices at any part of
the processes of information management can be deemed as information management software A
subset of information management software emphasizes an approach to build knowledge out of
information that is managed or contained which is often called knowledge management software
107 Selection of Knowledge Management Software
In 2008 and 2009 MTR had spent a lot of resources and make huge investments in the latest
technologies (eg SharePoint 2007) systems (MTR Creators) and infrastructures to support
knowledge management Furthermore these knowledge management software tools have the
advantages of using organizationrsquos existing information technology infrastructure with supporting by
senior management Additionally there was no funding for the implementation of this project
Hence existing resources will be made good use of building the application for AFC instead of
sourcing alternative software
1071 SWOT Analysis
In the following table a SWOT analysis is conducted SharePoint (existing resources) and PC Base
Expert System are selected for comparison The aim is to select the right technology to build the
web-base knowledge repositories
SharePoint PC Base Expert System
Strength
(1) Because of existing resources
(introduced in end 2008) it is not required
(1) Can develop as artificial
intelligence by means of Case-
Improving Productivity amp Sustainability Through KMS
Page 39 of 72
to raise funding
(2) Minimum user training
(3) Just need to do the setup customization
and administrative work
(4) Web-base document library can also
fulfill business objectives
(5) Relative easy to do the setup
customization amp administration
based or rule-Based reasoning
systems
(2) Can develop as web-base
library
(3) Fulfill business objectives
Weakness
Expertise to do setup customization amp
administration
(1) Need to raise additional cost
Relative longer development time
(2) Need expertise to develop
Opportunities
(1) Relative easy to get short win
(2) Management support in prior
More applications by means of
Case-based or rule-based
reasoning systems
Threat
Limited applications Higher cost but other technologies
may fulfill the same objectives
In the following table SWOT analysis is conducted MTR Creators (existing resources) and Yahoo
Knowledge are selected for comparison The aim is to select the right collaborative technology
(groupware etc) to build an E-discussion forum
Improving Productivity amp Sustainability Through KMS
Page 40 of 72
MTR Creators Yahoo Knowledge
Strength
(1) Because of existing resources
(introduced in end 2009) it is not required
to raise funding
(2) Minimum user training
(3) Just need to do the setup
customization and administrative work
(4) The web-base discussion forum can
fulfill business objectives
(1) Able to fulfill business
objectives
(2) Attractive MMI
(3) With scoring system to
encourage people to participate
(4) High degree of information
(5) Open to public
(6) No need to do setup
Weakness
(1) Limited to internal expertise
(2) Need to do the setup customization amp
administration work
Insufficient knowledge for specific
systems
Opportunities Management support in prior No cost is required
Threat
Have redundancy by means of Email or
other technologies
The answer has no guarantee
After analyzed SharePoint is selected to build web-base knowledge repositories because of no cost
and short implementation time while MTR Creators is selected to build an E-discussion forum with
the same reason More important both technologies are able to fulfill business objectives
108 Implementation Approaches
Both SharePoint and MTR Creators were not widely adopted at the beginning (mid of 2009) This
was because no expertise was willing to do the customization setup and administration work for the
Improving Productivity amp Sustainability Through KMS
Page 41 of 72
particular applications within the department In light of this these resources will be made good use
of and tried to maximize the utilization of these technologies and existing infrastructure In the
below sections setup customization and administrative works for SharePoint and MTR Creators
will be conducted The purpose is to build an E-document library and E-discussion forum to in line
with KM mechanisms
Improving Productivity amp Sustainability Through KMS
Page 42 of 72
109 Implementation Plan
Below is the project timeline In Jan 2010 all the setup and customization works for AFC had been completed In Feb 2010
application for these technologies together with other KM mechanisms had been started AFC SDT and other AFC team with a total
of about 22 staff were selected to apply the KMS for AFC In Jan 2010 a questionnaire had been sent to them to collect their needs
for AFC and their views for KMS In Jun 2010 another questionnaire had been sent to them to collect their comments after applying
the KMS for five months
November January February March April May
1 Review business context
2 Problem statement
3 Define project objective amp scope
4 Literature review
5 Data collection amp assessment
6 Implementation
7 Performance evaluation amp control
8 Submit project report
Tasks2009 2010
DescriptionJuneDecember
Improving Productivity amp Sustainability Through KMS
Page 43 of 72
1010 SharePoint
Microsoft SharePoint also known as Microsoft SharePoint Products and Technologies is a content
management system with integrated search functionality developed by Microsoft that allows users to
work in a web-based collaborative environment Microsoft provides certain built-in functionality and
third party developers can also develop custom modifications to extend functionalities
SharePoint is a collection of products and software elements that includes among a growing selection
of components web browser based collaboration functions process management modules search
modules and a document-management platform SharePoint can be used to host web sites that access
shared workspaces information stores and documents as well as host defined applications such as
wikis and blogs All users can manipulate proprietary controls called web parts or interact with
pieces of content such as lists and document libraries
10101 Background of Corporate Document Management System at MTR
In year 2008 MTR selected Microsoft SharePoint 2007 as the future document management platform
This platform became part of the infrastructure of Document Management System (DMS) for all
departments and supported the on-going document management needs of MTR Corporation
In mid 2008 the DMS platform was established by IT department in MTR The application setup and
administration work was relied on individual department In end 2008 these two pilot trials were
rolled out with satisfactory result which interested other departments to migrate their legacy system
into e-library Basically the application setup and ownership were released to individual department
The DMS consists of Document Libraries owned by various departments and working groups Please
Improving Productivity amp Sustainability Through KMS
Page 44 of 72
refer below Figure 5 for Enterprise Information Portal After clicking the DMS in Figure 5 the site
hierarchy tree of Document Libraries folders were expanded as illustrated in Figure 6
Figure 5 Figure 6
Referring to Figure 6 the Site Hierarchy Tree shows the document libraries that are available
in corresponding departmentrsquos folder The Document Libraries is a place on a site where user can
create share and update files It contains custom properties that stores metadata of files in the libraries
and also provides fine-grained security for granting access to those files The Document Libraries are
owned by various departments and working groups in the Operations Division Respective owner
possesses the autonomy to control who can access and to what extent under the Document Libraries
Due to various issues (for example some departments are not familiar with Information System setup
and not willing to take up the duties and responsibilities of being an administrator etc) the application
of SharePoint was not widely adopted in Operations Division
Improving Productivity amp Sustainability Through KMS
Page 45 of 72
10102 Use SharePoint as E-Document Library for AFC
Before 2009 SharePoint had never been applied to AFC knowledge management activities In Jan
2010 the initial set up share folder creation and the knowledge sharing activities for AFC among all
my staff had been conducted I acted as an Administrator role to govern knowledge management
activities in SharePoint Basically Administrators needed to manage the access permission and folder
structure of individual document libraries Meanwhile other working teams were encouraged to share
their knowledge and useful documents in SharePoint Before starting these activities in SharePoint the
following setup was required to arrange
10103 Created the folder structure
In the below Figure 7 the folder structure of a document library at Site Hierarchy called AFC SDT
was created AFC staff could add files to the library and other people can make changes to them
Those changes would be stored in the library at server not at their own computers And other people
could easily access the files by using a Web browser provided that they have been granted the
permissions to do so
Improving Productivity amp Sustainability Through KMS
Page 46 of 72
Figure 7 Figure 8
10104 Define Content Types
In the above Figure 8 the content type was defined which is suitable for AFC application A content
type is used to define the attributes of a document Each content type can store different attributes in
the document library and also can associate with different document library For example all
deliverable documents in a project file may require a set of attributes such as project code and project
owner By creating a project content type the required information such as project code must be
assured and the project owner will be associated with all variants of user deliverable documents for
AFC
10105 File Permission Settings
Improving Productivity amp Sustainability Through KMS
Page 47 of 72
In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
Improving Productivity amp Sustainability Through KMS
Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
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Page 49 of 72
Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
Improving Productivity amp Sustainability Through KMS
Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
Improving Productivity amp Sustainability Through KMS
Page 51 of 72
Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
Improving Productivity amp Sustainability Through KMS
Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
Improving Productivity amp Sustainability Through KMS
Page 53 of 72
PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
Improving Productivity amp Sustainability Through KMS
Page 56 of 72
10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
Improving Productivity amp Sustainability Through KMS
Page 57 of 72
11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 15
Improving Productivity amp Sustainability Through KMS
Page 13 of 72
incentives are essential to accelerate the learning process and to drive cultural change In
short knowledge management programs can yield impressive benefits to individuals and
organizations if they are purposeful concrete and action-oriented More recently with the
advent of the Web 20 the concept of knowledge management has evolved towards a vision
more based on people participation and emergence
According to Becerra-Fernandez et al (2004) knowledge management mechanisms such as
mentoring retreats etc are organizational or structural means used to promote knowledge
management (KM) The use of leading-edge information technologies (IT) (eg Web-based
conferencing) to support KM mechanisms enables dramatic improvement in KM Knowledge
Management Systems (KMS) is the synergy between latest technologies and socialstructural
mechanisms In summary Knowledge Management System (KMS) refers to the Latest
Technology plus SocialStructural Mechanisms Please refer below table for the relationship
between KM processes mechanisms and corresponding technologies
KM
Processes
KM
Systems
KM Sub-
Processes
Illustrative KM
Mechanisms
Illustrative KM
Technologies
Knowledge
Discovery
Knowledge
Discovery
System
Combination Meetings telephone
conversations and
documents
collaborative creation
of documents
Databases web-based
access to data data
mining repositories of
information Web
portals best practices
and lessons learned
Improving Productivity amp Sustainability Through KMS
Page 14 of 72
KM
Processes
KM
Systems
KM Sub-
Processes
Illustrative KM
Mechanisms
Illustrative KM
Technologies
Socialization Employee rotation
across departments
conferences
brainstorming
retreats cooperative
projects initiation
Video-conferencing
electronic discussion
groups e-mail
Knowledge
Capture
Knowledge
Capture
Systems
Externalization Models prototypes
best practices lessons
learned
Expert systems chat
groups best practices
and lessons learned
databases
Internalization Learning by doing
on-the-job training
learning by
observation and face-
to-face meetings
Computer-based
communication AI-
based knowledge
acquisition computer-
based simulations
Knowledge
Sharing
Knowledge
Sharing
Systems
Socialization See above See above
Exchange Memos manuals
letters presentations
Team collaboration
tools web-based access
to data databases and
repositories of
information best
Improving Productivity amp Sustainability Through KMS
Page 15 of 72
KM
Processes
KM
Systems
KM Sub-
Processes
Illustrative KM
Mechanisms
Illustrative KM
Technologies
practices databases
lessons learned systems
and expertise locator
system
Knowledge
Application
Knowledge
Application
Systems
Direction Traditional
hierarchical
relationships in
organizations help
desks and support
centers
Capture and transfer of
expertsrsquo knowledge
troubleshooting systems
and case-based reasoning
systems decision
support systems
Routines Organizational
policies work
practices and
standards
Expert systems
enterprise resource
planning systems
management information
systems
87 Motivation
Referring to Gary amp Alan (2008) motivation is an extent to which persistent effort is
directed toward a goal Effort persistence direction and goal are important elements to
achieve motivation
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Page 16 of 72
According to Becerra ndashFernandez et al 2004 KM is directly linked to what people know
and how what they know can support business and organizational objectives It draws on
human competency intuition ideas and motivations In light of this motivation is one of the
important elements which cannot be ignored during the implementation of KM Motivation
can positively influence and encourage staff to contribute continuously their efforts towards
the successful attainment of KM
With reference to Wikipedia there is a number of claims exist as to the motivations leading
organizations to undertake a KM effort Typical considerations driving a KM effort include
making available increased knowledge content in the development and provision of products
and services as well as achieving shorter new product development cycles and etc
871 Need Theory of Work Motivation
According to Gary amp Alan (2008) the Need Theory specified what kinds of needs people
have and the conditions under which they will be motivated to satisfy these needs in a way
that contributes to better performance Needs are physiological and psychological wants or
desires that individuals can satisfy by acquiring certain incentives or achieving particular
goals It is the behaviour stimulated by this acquisition process that reveals the motivational
character of needs According to Maslowrsquos Hierarchy of Needs motivation can be divided
into intrinsic and extrinsic as shown in Figure 3
Improving Productivity amp Sustainability Through KMS
Page 17 of 72
The unsatisfied need category at the lowest-level has the greatest motivating potential The
best motivation depends on the personrsquos position in the need hierarchy According to Maslow
individuals are motivated to satisfy their physiological needs before they reveal an interest in
safety needs Thus safety needs must be satisfied before social needs become motivational
and so on
872 Goal Setting Theory and Management by Objectives
According to Robbins and Coulter (2005) goal setting is a motivational technique that uses
specific challenging and acceptable goals and provides feedback to enhance performance
The two main categories are learning goals and performance goals Learning goals are
process-oriented goals that focus on learning and enhancing the understanding of a task and
the use of task strategies Performance goals are outcome-oriented goals that focus on the
achievement of specific performance outcomes
Physiological
Safety
Belongingness
Self-esteem
Self-actualization
Intrinsic Motivation
Extrinsic Motivation
Figure 3 ndash Maslowrsquos Hierarchy of Needs
Improving Productivity amp Sustainability Through KMS
Page 18 of 72
According to Robbins and Coulter (2005) Management by Objectives (MBO) is an elaborate
goal-setting and evaluation process that organizations typically use for management tasks
Objectives for the organization as a whole are developed by top management and diffused
down and translated into specific behavioural objectives for individual members to achieve
through the process of planning motivating evaluating and reward
873 Job Characteristics Model (JCM)
According to Robbins and Coulter (2005) JCM specified the job characteristics and used to
redesign work to make it more motivated Referring to Figure 4 below it describes how the
first three dimensions ndash skill variety task identity and task significance ndash combine to create
meaningful work From a motivational standpoint JCM suggests that internal rewards are
obtained when an employee learns (knowledge of results through feedback) that he or she
personally (experienced responsibility through autonomy of work) has well performed on a
task that he or she cares about (experienced meaningfulness through skill variety task
identity andor task significance) The more these three conditions characterize a job the
greater the employeersquos motivation
Improving Productivity amp Sustainability Through KMS
Page 19 of 72
Figure 4 ndash Job Characteristic Models (JCM)
9 Scope of Work
The major scope to keep knowledge for AFC is to ensure no negative impact during changes
in business environment My key assignment is to train AFCSDT as AFC expert in the
coming two years KMS will be applied to leverage their knowledge and build a reservoir
for AFC knowledge Meanwhile motivation theory will also be applied to ensure ongoing
operations until the KMS become an organizational culture in the department AFCSDT
would strengthen contractor monitoring supervision and TampC activities to ensure no adverse
impact after outsourcing new projects or stationrailway extensions
91 How do I manage their motivation forces
In December 2009 six technicianssenior technicians were redeployed to my section and
under my supervision With reference to the results of other departments the initial setup of
Improving Productivity amp Sustainability Through KMS
Page 20 of 72
KMS might not be difficult but to keep a momentum to maintain the KMS as departmental
culture would be a real challenge It is because there are several inherent personnel issues as
below
- Employees always think that their special skill and knowledge are eroding
- Employees will think that KMS is an extra task other than normal duties hence they will
be reluctant to involve in it
- Fear of job securityredundancy
- Normal working hours are already occupied by day-to-day duties therefore not much
time can be spared to handle additional KM activities
Because of the captioned reasons motivation techniques must be applied to tempt staff to use
KMS In addition it is essential to keep the momentum forces of KMS and to ensure
sufficient driving forces of motivation within the team until using KMS become departmental
culture According to Maslowrsquos Hierarchy of Needs motivation can be achieved by the
below techniques
Maslowrsquos Hierarchy of
Needs
Propose motivation techniques
Physiological
1 Review salary by staff performance in relation to KMS
2 Clear reward system
Safety
1 Job is secured even though share knowledge with other
2 Training for staff without enough skill
Belongingness 1 Knowledge sharing
Improving Productivity amp Sustainability Through KMS
Page 21 of 72
Maslowrsquos Hierarchy of
Needs
Propose motivation techniques
2 More team activity
Self esteem
1 Social relationship with other
2 After-office-hour activities
3 Promotion opportunity
92 Qualitative Measures
In order to identify existing KM processes qualitative measures will be used Questionnaire
and informal chatting with the technicians and engineers were arranged in January 2010
Please refer Appendix 2 for the questionnaire
93 KM Assessment
Firstly an assessment for contingent factors will be conducted This is to evaluate the effect
of knowledge and task characteristics environmental and organizational characteristics
before selecting appropriate KM processes Secondly methodology will be assessed This is
to identify task-oriented key processes assess the contingency factors prioritize assess the
KM infrastructure and develop additional needed KM systems mechanisms and
technologies applied to AFC The eight steps are required to go through and are summarized
as below The elaboration of each steps are detailed in the following tables
1 Identify task-oriented key processes
2 Assess the contingency factors
Improving Productivity amp Sustainability Through KMS
Page 22 of 72
3 Identify the KM processes based on each contingency factor
4 Prioritize the needed KM processes
5 Identify the existing KM processes
6 Identify the additional needed KM processes
7 Assess the KM infrastructure
8 Develop additional needed KM systems mechanisms and technologies
Improving Productivity amp Sustainability Through KMS
Page 23 of 72
Steps 1 amp 2 ndash Identify task-oriented key processes and assess the contingency factors
Business
Objectives Major Processes Sub-processes
Assess the Contingency Factors
Task Characteristics Knowledge Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environmental
Uncertainty =
High or Low
Task
Uncertainty =
High or Low
Task
Dependence =
High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain key
knowledge for
AFC
Form a special team for
AFC work
Form an AFC
Special Duty Team
(AFCSDT)
Low NA NA NA Large NA NA
Strengthen training and
practice for AFCSDT
Arrange formal
training Low Low Explicit Procedural Large Low cost Low
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Build a knowledge
database for AFC
Establish a
knowledge database Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Ensure no
operations
impact during
outsource of
AFC
maintenance
service
Capture key knowledge
from experience staff
Arrange job
attachment to
experience staff
NA NA Both NA Small Low cost Low
Ensure maintenance
contractor have
competence to maintain
the system
Share knowledge
with collaboration
partners
Low High Tacit Both Small Low cost Low
Strengthen contractor
monitoring and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low
Ensure no
operations
impact during
new project or
new
stationline
opening
Ensure new system to
implement according to
Particular
Specification(PS)
Capture useful
information from PS Low Low Explicit Procedural
Small (conduct
by small team) Low cost Low
Capture useful
information for test
amp commissioning
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Ensure defects are
resolved before putting
the new system into
operations
Resolve all defects
before handover NA NA Both Both
Large (done by
whole Section) Low cost Low
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Page 24 of 72
Steps 3 ndash Identify the KM processes based on each contingency factor
Characteristic LevelType Recommended KM Processes
Organization
Size
Small Knowledge sharing (socialization)
Knowledge application (direction)
Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Large Knowledge sharing (exchange)
Knowledge application (routines)
Knowledge discovery (combination)
Knowledge capture (externalization internalization)
Business Strategy
Low cost Knowledge application (direction routines)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Differentiation Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Environmental
Uncertainty
Low Knowledge sharing (socialization exchange)
Knowledge capture (externalization internalization)
High Knowledge discovery (combination socialization)
Knowledge application (direction routines)
Improving Productivity amp Sustainability Through KMS
Page 25 of 72
Steps 3 ndash Identify the KM processes based on each contingency factor
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain
key
knowledge
for AFC
Form a
special team
for AFC
work
Form an
AFC Special
Duty Team
(AFCSDT)
Low NA NA NA Large NA NA NA
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Low Low Explicit Procedural Large Low cost Low
Knowledge capture
(externalization
internalization)
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Knowledge sharing
(socialization
exchange)
Build a
knowledge
database for
AFC
Establish a
knowledge
database
Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Knowledge capture
(externalization
internalization)
Ensure no
operations
impact
during
outsource
of AFC
maintenanc
e service
Capture key
knowledge
from
experience
staff
Arrange job
attachment to
experience
staff
NA NA Both NA Small Low cost Low
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Ensure
maintenance
contractor
have
Share
knowledge
with
collaboration
Low High Tacit Both Small Low cost Low
Knowledge sharing
(socialization
exchange)
Improving Productivity amp Sustainability Through KMS
Page 26 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
competence
to maintain
the system
partners
Strengthen
contractor
monitoring
and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low NA
Ensure no
operations
impact
during new
project or
new
stationline
opening
Ensure new
system to
implement
according to
Particular
Specification
(PS)
Capture
useful
information
from PS
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Capture
useful
information
for test amp
commissioni
ng
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Ensure
defects are
resolved
before
putting the
new system
into
operations
Resolve all
defects
before
handover
NA NA Both Both Large (done by
whole Section) Low cost Low
Knowledge
application
(direction
routines)
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Page 27 of 72
Steps 4 ndash Prioritize the needed KM processes
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
Maintain
key
knowledg
e for AFC
Form a
special
team for
AFC
work
Form an
AFC
Special
Duty Team
(AFCSDT)
No OK NA NA No NA NA NA 0 1 2 05
Strengthe
n training
and
practice
for
AFCSDT
Arrange
formal
training
No No OK Yes No Yes No
Knowledge
capture
(externalizatio
n
internalization
)
2 1 4 25
Conduct
drill
exercise
No OK OK OK Yes Yes No
Knowledge
application
(direction
routines)
2 3 2 35
Build a
knowledg
e database
for AFC
Establish a
knowledge
database
OK Yes Yes OK Yes Yes No
(1)
Knowledge
capture
(externalizatio
n
internalization
)
(2)
Knowledge
application
(routines)
4 2 3 5
Ensure no
operations
Capture
key
Arrange on-
the-job NA OK Yes OK Yes Yes No
Knowledge
sharing 3 2 1 4
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Page 28 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
impact
during
outsource
of AFC
maintenan
ce service
knowledg
e from
experienc
e staff
training to
experience
staff
(socialization
exchange)
Ensure
maintenan
ce
contractor
are
compete
to
maintain
the
system
Share
knowledge
with
collaboratio
n partners
No Yes Yes OK Yes Yes No
(1)
Knowledge
sharing
(socialization
exchange) (2)
Knowledge
application
(direction
routines)
4 1 1 45
Strengthen
contractor
monitoring
and
supervision
NA NA No Yes No Yes No
Knowledge
application
(routines)
2 0 3 2
Ensure no
operations
impact
during
new
project or
new
stationlin
e opening
Ensure
new
system to
implemen
t
according
to
Particular
Specificat
ion(PS)
Capture
useful
information
from
Particular
Specificatio
n
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
)
3 0 4 3
Capture
useful
information
for test amp
commissioni
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
3 0 4 3
Improving Productivity amp Sustainability Through KMS
Page 29 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
ng )
Ensure
defects
are
resolved
before
putting
the new
system
into
operations
Resolve all
defects
before
handover
the system
NA NA OK Yes No Yes No
Knowledge
application
(direction
routines)
3 1 2 25
Yes = 1 OK = 05 No = 0
Improving Productivity amp Sustainability Through KMS
Page 30 of 72
Steps 5 amp 7 ndash Identify the existing KM processes and assess the KM infrastructure
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
5
Build a
knowledge
database for
AFC
Establish a
knowledge
database
(1) Knowledge
capture
(externalization
internalization)
(2) Knowledge
application
(routines)
Centralize
technical
library
Intranet to
keep Work
Instruction
(WI)
procedure and
drawings
Top
management
support
Relies
mainly on
paper-based
central
library and
intranet
Intranet
calendaring
Web-based
discussion
group Staff are
willing to
share
informati
on and
knowledg
e
PC
training
room and
on-site
equipmen
t
Yes but
low
efficiency
No as
system
complexity
became
higher the
effectiveeff
iciency was
dropped due
to poor
organizing
of
information
and
knowledge
45
Ensure
maintenance
contractor
have
competence
to maintain
the system
Share
knowledge
with
collaboration
partners
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Arrange
formal
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Relied on
Email and
SharePoint
PC based
Internet and
SharePoint
Yes
Yes but
needs to
ensure new
staff(due to
turnover)
are also
competence
4
Capture key
knowledge
from
Arrange on-
the-job
training to
Knowledge
sharing
(socialization
Learning by
observation
and practice
Email and
word
processing
Mentorship
PC based
Intranet
Email and
Yes but
low
efficiency
No because
mentorship
scheme
Improving Productivity amp Sustainability Through KMS
Page 31 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
experience
staff
experience
staff
exchange) documents Microsoft
Office
applications
could only
arrange one
or two staff
for job-
attachment
35
Strengthen
training and
practice for
AFCSDT
Conduct drill
exercise
Knowledge
application
(direction
routines)
Learning by
practice
Relied on
Microsoft
Office
applications
Yes
Yes but
there is no
plan to
conduct the
drill and the
report did
not organize
in proper
manner
3
Ensure new
system to
implement
according to
Particular
Specificatio
n
Capture useful
information
from PS Knowledge
capture
(externalization
internalization)
Face-to-face
project
meetings
Project
submissions
by Email
Incentives link
to
performance
appraisal
Relied on
Email and
Sharepoint
PC based
Internet and
Sharepoint
Contracto
r are
willing to
share
informati
on with
client
PC
meeting
rooms and
site
environm
ent
Yes Yes Capture useful
information
for test amp
commissionin
g
25
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Knowledge
capture
(externalization
internalization)
Classroom
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Top
management
encouragemen
t
Part of staff
developmen
t
programme
PC based
Intranet
Email and
Microsoft
Office
applications
Staff are
willing to
learn
PC
meeting
rooms and
site
environm
ent
Yes
Yes but the
training
material did
not organize
in proper
manner
Ensure Resolve all Knowledge Face-to-face Email and Incentives link Part of pre- Maintain Yes Yes
Improving Productivity amp Sustainability Through KMS
Page 32 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
defects are
resolved
before
putting the
new system
into
operations
defects before
handover the
system
application
(direction
routines)
project
meetings
word
processing
documents
to
performance
appraisal
commissioni
ng activities
higher
performan
ce
standard
2
Ensure
maintenance
contractor
have
competence
to maintain
the system
Strengthen
contractor
monitoring
and
supervision
Knowledge
application
(routines)
Face-to-face
performance
review
meetings
Part of post-
commissioni
ng activities
Yes Yes
Improving Productivity amp Sustainability Through KMS
Page 33 of 72
Steps 8 ndash Develop additional needed KM systems mechanisms and technologies
Priority Major Processes Sub-processes Recommended KM Processes Develop Additional Needed KM Systems
Mechanisms Technologies
5 Build a knowledge
database for AFC
Establish a knowledge
database
(1) Knowledge capture
(externalization internalization)
(2) Knowledge application
(routines)
Convert AFC knowledge into explicit
forms
(1) Apply SharePoint to build a
document-management platform for
AFC SharePoint needs to be
customized the architecture for AFC
As such it becomes an access shared
workspaces information stores and
documents
(2) Apply MTR Creator (Web-based
discussion groups) to share
knowledge for AFC
45
Ensure maintenance
contractor have
competence to
maintain the system
Share knowledge with
collaboration partners
(1) Knowledge sharing
(socialization exchange)
(2) Knowledge application
(direction routines)
(1) Utilize of knowledge stored in
SharePoint
(2) Assess the competence level of
maintenance contractor periodically
4
Capture key
knowledge from
experience staff
Arrange on-the-job
training to experience
staff
Knowledge sharing (socialization
exchange)
(1) Capture and transfer of expertsrsquo
knowledge into procedures in
centralize electronic document system
(2) Conduct case study to strengthen
internalization process
35 Strengthen training
and practice for
AFCSDT
Conduct drill exercise Knowledge application (direction
routines)
To share drill report procedures best
practices and lessons learned for AFC
25 Arrange formal training Knowledge capture
(externalization internalization) To share training material for AFC
Improving Productivity amp Sustainability Through KMS
Page 34 of 72
94 Analysis and Recommendation
Base on the above Item 93 of KM assessment below are the analysis and recommendation
941 Analysis
- MTR is a large transportation company that pursued a low-cost business strategy to operate
its systems in a safe and reliable manner
- MTR faces low levels of uncertainty because of monopoly AFC tasks are highly dependent
because individual machines are co-related
- MTR relies mainly on explicit procedure knowledge However several projects and railway
extensions make frequent changes in the system As such MTR becomes more rely on the
tacit knowledge possessed by its employees
- MTR had pursued technologies (eg SharePoint and Web-based discussion groups) to
support knowledge management The company had set-up the platform but there was no
expertise to customize particular application Staff had just used these softwares as rituals
rather than knowledge capturing or sharing platform
942 Recommendations
- To enhance people-to-document through more on-the-job training and develop an electronic
document system that codifies stores disseminates and allows reuse of knowledge for AFC
Improving Productivity amp Sustainability Through KMS
Page 35 of 72
- MTR had successfully applied the SharePoint in projects and railway extensions as pilot
Because of the reuse economics MTR shall further extend the application of SharePoint in
Operations Department and arrange expertise to customize the application for AFC
- Establishment and use of communities of AFC to support socialisation capture and reuse of
knowledge To enhance socialisation through more job attachments meetings and group
projects
- To enhance internalisation through more training case studies and presentations
- To motivate staff to setup amp maintain KMS for ongoing operations
bull Physiological need
ndash Review salary by staff performance
ndash Clear reward system
bull Safety need
ndash Job is secured even though share knowledge with others
ndash Training for staff without enough skill
bull Belongingness need
ndash Knowledge sharing (eg Share knowledge in SharePoint)
ndash More team activity (eg Work Improvement Team for AFC)
bull Self esteem need
ndash Social relationship with other
ndash After-office-hour activities
ndash Promotion opportunity
Improving Productivity amp Sustainability Through KMS
Page 36 of 72
10 Implementation Strategies and Plan
Below are the implementation strategies and plans
101 Use Information Technologies and Existing Resources
Based on Item 94 of KM analysis and recommendation below are the implementation details and
strategies Information technologies will be used as practical tools for activities mainly performed
and directed by humans to achieve real knowledge-based organizations Further it is inclined to use
existing resources and infrastructure due to time and budget constraints
102 Web-based Technologies
Among information technologies the web-based collaborative tools such as Wiki are very
successful and made it possible for corporate employees to continuously contribute and access
information to and from the central repository Virtual world further increased collaborative
opportunities in the process of knowledge sharing In virtual world a team can work synchronously
The new generations of virtual world tools allow the team not only meet and exchange ideas verbally
but also document them by creating processes procedures and diagrams of concepts that are
explicitly formed one part of the base of organizational knowledge
103 Codification Approach
One strategy to KM involves active management of knowledge (push strategy) In such an instance
individuals strive to explicitly encode their knowledge into a shared knowledge repository such as a
database as well as retrieving knowledge they need which other individuals have provided to the
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Page 37 of 72
repository This is also commonly known as codification approach to KM In the below section
SharePoint will be used to implement a shared knowledge repository
104 Personalization Approach
Another strategy to KM involves individuals who make requests for knowledge from experts
associated with a particular subject on an ad hoc basis (pull strategy) In such an instance experts
can provide their insights to the particular person or people who need this information This is also
commonly known as the personalization approach to KM In the below section MTR Creators will
be used to implement an E-Discussion Forum Within MTR Creators Subject Matter Advisor (SMA)
will act as an expert to provide feedback to particular questioner
105 KM Mechanisms
Knowledge can be accessed at three stages of ldquobeforerdquo ldquoduringrdquo and ldquoafter KM-related activities
Different organizations have tried various knowledge capture incentives including making content
submission mandatory and incorporating rewards into performance measurement plans as motivation
Whenever staff found that KMS is useful for them or once the habit of contributing sharing and
accessing knowledge is instilled incentivesmotivation are no longer required In the below section
rewards scheme will be incorporated into Annual Performance Appraisal to evaluate the contribution
of KM
106 Knowledge Management Software
Knowledge Management Software is a subset of enterprise content management software which
contains a range of software that specializes in the way information is collected stored andor
accessed The knowledge management is based on a range of practices used by an individual a
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Page 38 of 72
business and a large corporation to identify create represent and redistribute information for a
range of purposes Software that enables an information practice or range of practices at any part of
the processes of information management can be deemed as information management software A
subset of information management software emphasizes an approach to build knowledge out of
information that is managed or contained which is often called knowledge management software
107 Selection of Knowledge Management Software
In 2008 and 2009 MTR had spent a lot of resources and make huge investments in the latest
technologies (eg SharePoint 2007) systems (MTR Creators) and infrastructures to support
knowledge management Furthermore these knowledge management software tools have the
advantages of using organizationrsquos existing information technology infrastructure with supporting by
senior management Additionally there was no funding for the implementation of this project
Hence existing resources will be made good use of building the application for AFC instead of
sourcing alternative software
1071 SWOT Analysis
In the following table a SWOT analysis is conducted SharePoint (existing resources) and PC Base
Expert System are selected for comparison The aim is to select the right technology to build the
web-base knowledge repositories
SharePoint PC Base Expert System
Strength
(1) Because of existing resources
(introduced in end 2008) it is not required
(1) Can develop as artificial
intelligence by means of Case-
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Page 39 of 72
to raise funding
(2) Minimum user training
(3) Just need to do the setup customization
and administrative work
(4) Web-base document library can also
fulfill business objectives
(5) Relative easy to do the setup
customization amp administration
based or rule-Based reasoning
systems
(2) Can develop as web-base
library
(3) Fulfill business objectives
Weakness
Expertise to do setup customization amp
administration
(1) Need to raise additional cost
Relative longer development time
(2) Need expertise to develop
Opportunities
(1) Relative easy to get short win
(2) Management support in prior
More applications by means of
Case-based or rule-based
reasoning systems
Threat
Limited applications Higher cost but other technologies
may fulfill the same objectives
In the following table SWOT analysis is conducted MTR Creators (existing resources) and Yahoo
Knowledge are selected for comparison The aim is to select the right collaborative technology
(groupware etc) to build an E-discussion forum
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Page 40 of 72
MTR Creators Yahoo Knowledge
Strength
(1) Because of existing resources
(introduced in end 2009) it is not required
to raise funding
(2) Minimum user training
(3) Just need to do the setup
customization and administrative work
(4) The web-base discussion forum can
fulfill business objectives
(1) Able to fulfill business
objectives
(2) Attractive MMI
(3) With scoring system to
encourage people to participate
(4) High degree of information
(5) Open to public
(6) No need to do setup
Weakness
(1) Limited to internal expertise
(2) Need to do the setup customization amp
administration work
Insufficient knowledge for specific
systems
Opportunities Management support in prior No cost is required
Threat
Have redundancy by means of Email or
other technologies
The answer has no guarantee
After analyzed SharePoint is selected to build web-base knowledge repositories because of no cost
and short implementation time while MTR Creators is selected to build an E-discussion forum with
the same reason More important both technologies are able to fulfill business objectives
108 Implementation Approaches
Both SharePoint and MTR Creators were not widely adopted at the beginning (mid of 2009) This
was because no expertise was willing to do the customization setup and administration work for the
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Page 41 of 72
particular applications within the department In light of this these resources will be made good use
of and tried to maximize the utilization of these technologies and existing infrastructure In the
below sections setup customization and administrative works for SharePoint and MTR Creators
will be conducted The purpose is to build an E-document library and E-discussion forum to in line
with KM mechanisms
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Page 42 of 72
109 Implementation Plan
Below is the project timeline In Jan 2010 all the setup and customization works for AFC had been completed In Feb 2010
application for these technologies together with other KM mechanisms had been started AFC SDT and other AFC team with a total
of about 22 staff were selected to apply the KMS for AFC In Jan 2010 a questionnaire had been sent to them to collect their needs
for AFC and their views for KMS In Jun 2010 another questionnaire had been sent to them to collect their comments after applying
the KMS for five months
November January February March April May
1 Review business context
2 Problem statement
3 Define project objective amp scope
4 Literature review
5 Data collection amp assessment
6 Implementation
7 Performance evaluation amp control
8 Submit project report
Tasks2009 2010
DescriptionJuneDecember
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1010 SharePoint
Microsoft SharePoint also known as Microsoft SharePoint Products and Technologies is a content
management system with integrated search functionality developed by Microsoft that allows users to
work in a web-based collaborative environment Microsoft provides certain built-in functionality and
third party developers can also develop custom modifications to extend functionalities
SharePoint is a collection of products and software elements that includes among a growing selection
of components web browser based collaboration functions process management modules search
modules and a document-management platform SharePoint can be used to host web sites that access
shared workspaces information stores and documents as well as host defined applications such as
wikis and blogs All users can manipulate proprietary controls called web parts or interact with
pieces of content such as lists and document libraries
10101 Background of Corporate Document Management System at MTR
In year 2008 MTR selected Microsoft SharePoint 2007 as the future document management platform
This platform became part of the infrastructure of Document Management System (DMS) for all
departments and supported the on-going document management needs of MTR Corporation
In mid 2008 the DMS platform was established by IT department in MTR The application setup and
administration work was relied on individual department In end 2008 these two pilot trials were
rolled out with satisfactory result which interested other departments to migrate their legacy system
into e-library Basically the application setup and ownership were released to individual department
The DMS consists of Document Libraries owned by various departments and working groups Please
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Page 44 of 72
refer below Figure 5 for Enterprise Information Portal After clicking the DMS in Figure 5 the site
hierarchy tree of Document Libraries folders were expanded as illustrated in Figure 6
Figure 5 Figure 6
Referring to Figure 6 the Site Hierarchy Tree shows the document libraries that are available
in corresponding departmentrsquos folder The Document Libraries is a place on a site where user can
create share and update files It contains custom properties that stores metadata of files in the libraries
and also provides fine-grained security for granting access to those files The Document Libraries are
owned by various departments and working groups in the Operations Division Respective owner
possesses the autonomy to control who can access and to what extent under the Document Libraries
Due to various issues (for example some departments are not familiar with Information System setup
and not willing to take up the duties and responsibilities of being an administrator etc) the application
of SharePoint was not widely adopted in Operations Division
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10102 Use SharePoint as E-Document Library for AFC
Before 2009 SharePoint had never been applied to AFC knowledge management activities In Jan
2010 the initial set up share folder creation and the knowledge sharing activities for AFC among all
my staff had been conducted I acted as an Administrator role to govern knowledge management
activities in SharePoint Basically Administrators needed to manage the access permission and folder
structure of individual document libraries Meanwhile other working teams were encouraged to share
their knowledge and useful documents in SharePoint Before starting these activities in SharePoint the
following setup was required to arrange
10103 Created the folder structure
In the below Figure 7 the folder structure of a document library at Site Hierarchy called AFC SDT
was created AFC staff could add files to the library and other people can make changes to them
Those changes would be stored in the library at server not at their own computers And other people
could easily access the files by using a Web browser provided that they have been granted the
permissions to do so
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Figure 7 Figure 8
10104 Define Content Types
In the above Figure 8 the content type was defined which is suitable for AFC application A content
type is used to define the attributes of a document Each content type can store different attributes in
the document library and also can associate with different document library For example all
deliverable documents in a project file may require a set of attributes such as project code and project
owner By creating a project content type the required information such as project code must be
assured and the project owner will be associated with all variants of user deliverable documents for
AFC
10105 File Permission Settings
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In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
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Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
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Page 49 of 72
Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
Improving Productivity amp Sustainability Through KMS
Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
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Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
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Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
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Page 53 of 72
PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
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10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
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11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
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Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
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Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
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Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
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Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 16
Improving Productivity amp Sustainability Through KMS
Page 14 of 72
KM
Processes
KM
Systems
KM Sub-
Processes
Illustrative KM
Mechanisms
Illustrative KM
Technologies
Socialization Employee rotation
across departments
conferences
brainstorming
retreats cooperative
projects initiation
Video-conferencing
electronic discussion
groups e-mail
Knowledge
Capture
Knowledge
Capture
Systems
Externalization Models prototypes
best practices lessons
learned
Expert systems chat
groups best practices
and lessons learned
databases
Internalization Learning by doing
on-the-job training
learning by
observation and face-
to-face meetings
Computer-based
communication AI-
based knowledge
acquisition computer-
based simulations
Knowledge
Sharing
Knowledge
Sharing
Systems
Socialization See above See above
Exchange Memos manuals
letters presentations
Team collaboration
tools web-based access
to data databases and
repositories of
information best
Improving Productivity amp Sustainability Through KMS
Page 15 of 72
KM
Processes
KM
Systems
KM Sub-
Processes
Illustrative KM
Mechanisms
Illustrative KM
Technologies
practices databases
lessons learned systems
and expertise locator
system
Knowledge
Application
Knowledge
Application
Systems
Direction Traditional
hierarchical
relationships in
organizations help
desks and support
centers
Capture and transfer of
expertsrsquo knowledge
troubleshooting systems
and case-based reasoning
systems decision
support systems
Routines Organizational
policies work
practices and
standards
Expert systems
enterprise resource
planning systems
management information
systems
87 Motivation
Referring to Gary amp Alan (2008) motivation is an extent to which persistent effort is
directed toward a goal Effort persistence direction and goal are important elements to
achieve motivation
Improving Productivity amp Sustainability Through KMS
Page 16 of 72
According to Becerra ndashFernandez et al 2004 KM is directly linked to what people know
and how what they know can support business and organizational objectives It draws on
human competency intuition ideas and motivations In light of this motivation is one of the
important elements which cannot be ignored during the implementation of KM Motivation
can positively influence and encourage staff to contribute continuously their efforts towards
the successful attainment of KM
With reference to Wikipedia there is a number of claims exist as to the motivations leading
organizations to undertake a KM effort Typical considerations driving a KM effort include
making available increased knowledge content in the development and provision of products
and services as well as achieving shorter new product development cycles and etc
871 Need Theory of Work Motivation
According to Gary amp Alan (2008) the Need Theory specified what kinds of needs people
have and the conditions under which they will be motivated to satisfy these needs in a way
that contributes to better performance Needs are physiological and psychological wants or
desires that individuals can satisfy by acquiring certain incentives or achieving particular
goals It is the behaviour stimulated by this acquisition process that reveals the motivational
character of needs According to Maslowrsquos Hierarchy of Needs motivation can be divided
into intrinsic and extrinsic as shown in Figure 3
Improving Productivity amp Sustainability Through KMS
Page 17 of 72
The unsatisfied need category at the lowest-level has the greatest motivating potential The
best motivation depends on the personrsquos position in the need hierarchy According to Maslow
individuals are motivated to satisfy their physiological needs before they reveal an interest in
safety needs Thus safety needs must be satisfied before social needs become motivational
and so on
872 Goal Setting Theory and Management by Objectives
According to Robbins and Coulter (2005) goal setting is a motivational technique that uses
specific challenging and acceptable goals and provides feedback to enhance performance
The two main categories are learning goals and performance goals Learning goals are
process-oriented goals that focus on learning and enhancing the understanding of a task and
the use of task strategies Performance goals are outcome-oriented goals that focus on the
achievement of specific performance outcomes
Physiological
Safety
Belongingness
Self-esteem
Self-actualization
Intrinsic Motivation
Extrinsic Motivation
Figure 3 ndash Maslowrsquos Hierarchy of Needs
Improving Productivity amp Sustainability Through KMS
Page 18 of 72
According to Robbins and Coulter (2005) Management by Objectives (MBO) is an elaborate
goal-setting and evaluation process that organizations typically use for management tasks
Objectives for the organization as a whole are developed by top management and diffused
down and translated into specific behavioural objectives for individual members to achieve
through the process of planning motivating evaluating and reward
873 Job Characteristics Model (JCM)
According to Robbins and Coulter (2005) JCM specified the job characteristics and used to
redesign work to make it more motivated Referring to Figure 4 below it describes how the
first three dimensions ndash skill variety task identity and task significance ndash combine to create
meaningful work From a motivational standpoint JCM suggests that internal rewards are
obtained when an employee learns (knowledge of results through feedback) that he or she
personally (experienced responsibility through autonomy of work) has well performed on a
task that he or she cares about (experienced meaningfulness through skill variety task
identity andor task significance) The more these three conditions characterize a job the
greater the employeersquos motivation
Improving Productivity amp Sustainability Through KMS
Page 19 of 72
Figure 4 ndash Job Characteristic Models (JCM)
9 Scope of Work
The major scope to keep knowledge for AFC is to ensure no negative impact during changes
in business environment My key assignment is to train AFCSDT as AFC expert in the
coming two years KMS will be applied to leverage their knowledge and build a reservoir
for AFC knowledge Meanwhile motivation theory will also be applied to ensure ongoing
operations until the KMS become an organizational culture in the department AFCSDT
would strengthen contractor monitoring supervision and TampC activities to ensure no adverse
impact after outsourcing new projects or stationrailway extensions
91 How do I manage their motivation forces
In December 2009 six technicianssenior technicians were redeployed to my section and
under my supervision With reference to the results of other departments the initial setup of
Improving Productivity amp Sustainability Through KMS
Page 20 of 72
KMS might not be difficult but to keep a momentum to maintain the KMS as departmental
culture would be a real challenge It is because there are several inherent personnel issues as
below
- Employees always think that their special skill and knowledge are eroding
- Employees will think that KMS is an extra task other than normal duties hence they will
be reluctant to involve in it
- Fear of job securityredundancy
- Normal working hours are already occupied by day-to-day duties therefore not much
time can be spared to handle additional KM activities
Because of the captioned reasons motivation techniques must be applied to tempt staff to use
KMS In addition it is essential to keep the momentum forces of KMS and to ensure
sufficient driving forces of motivation within the team until using KMS become departmental
culture According to Maslowrsquos Hierarchy of Needs motivation can be achieved by the
below techniques
Maslowrsquos Hierarchy of
Needs
Propose motivation techniques
Physiological
1 Review salary by staff performance in relation to KMS
2 Clear reward system
Safety
1 Job is secured even though share knowledge with other
2 Training for staff without enough skill
Belongingness 1 Knowledge sharing
Improving Productivity amp Sustainability Through KMS
Page 21 of 72
Maslowrsquos Hierarchy of
Needs
Propose motivation techniques
2 More team activity
Self esteem
1 Social relationship with other
2 After-office-hour activities
3 Promotion opportunity
92 Qualitative Measures
In order to identify existing KM processes qualitative measures will be used Questionnaire
and informal chatting with the technicians and engineers were arranged in January 2010
Please refer Appendix 2 for the questionnaire
93 KM Assessment
Firstly an assessment for contingent factors will be conducted This is to evaluate the effect
of knowledge and task characteristics environmental and organizational characteristics
before selecting appropriate KM processes Secondly methodology will be assessed This is
to identify task-oriented key processes assess the contingency factors prioritize assess the
KM infrastructure and develop additional needed KM systems mechanisms and
technologies applied to AFC The eight steps are required to go through and are summarized
as below The elaboration of each steps are detailed in the following tables
1 Identify task-oriented key processes
2 Assess the contingency factors
Improving Productivity amp Sustainability Through KMS
Page 22 of 72
3 Identify the KM processes based on each contingency factor
4 Prioritize the needed KM processes
5 Identify the existing KM processes
6 Identify the additional needed KM processes
7 Assess the KM infrastructure
8 Develop additional needed KM systems mechanisms and technologies
Improving Productivity amp Sustainability Through KMS
Page 23 of 72
Steps 1 amp 2 ndash Identify task-oriented key processes and assess the contingency factors
Business
Objectives Major Processes Sub-processes
Assess the Contingency Factors
Task Characteristics Knowledge Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environmental
Uncertainty =
High or Low
Task
Uncertainty =
High or Low
Task
Dependence =
High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain key
knowledge for
AFC
Form a special team for
AFC work
Form an AFC
Special Duty Team
(AFCSDT)
Low NA NA NA Large NA NA
Strengthen training and
practice for AFCSDT
Arrange formal
training Low Low Explicit Procedural Large Low cost Low
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Build a knowledge
database for AFC
Establish a
knowledge database Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Ensure no
operations
impact during
outsource of
AFC
maintenance
service
Capture key knowledge
from experience staff
Arrange job
attachment to
experience staff
NA NA Both NA Small Low cost Low
Ensure maintenance
contractor have
competence to maintain
the system
Share knowledge
with collaboration
partners
Low High Tacit Both Small Low cost Low
Strengthen contractor
monitoring and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low
Ensure no
operations
impact during
new project or
new
stationline
opening
Ensure new system to
implement according to
Particular
Specification(PS)
Capture useful
information from PS Low Low Explicit Procedural
Small (conduct
by small team) Low cost Low
Capture useful
information for test
amp commissioning
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Ensure defects are
resolved before putting
the new system into
operations
Resolve all defects
before handover NA NA Both Both
Large (done by
whole Section) Low cost Low
Improving Productivity amp Sustainability Through KMS
Page 24 of 72
Steps 3 ndash Identify the KM processes based on each contingency factor
Characteristic LevelType Recommended KM Processes
Organization
Size
Small Knowledge sharing (socialization)
Knowledge application (direction)
Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Large Knowledge sharing (exchange)
Knowledge application (routines)
Knowledge discovery (combination)
Knowledge capture (externalization internalization)
Business Strategy
Low cost Knowledge application (direction routines)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Differentiation Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Environmental
Uncertainty
Low Knowledge sharing (socialization exchange)
Knowledge capture (externalization internalization)
High Knowledge discovery (combination socialization)
Knowledge application (direction routines)
Improving Productivity amp Sustainability Through KMS
Page 25 of 72
Steps 3 ndash Identify the KM processes based on each contingency factor
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain
key
knowledge
for AFC
Form a
special team
for AFC
work
Form an
AFC Special
Duty Team
(AFCSDT)
Low NA NA NA Large NA NA NA
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Low Low Explicit Procedural Large Low cost Low
Knowledge capture
(externalization
internalization)
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Knowledge sharing
(socialization
exchange)
Build a
knowledge
database for
AFC
Establish a
knowledge
database
Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Knowledge capture
(externalization
internalization)
Ensure no
operations
impact
during
outsource
of AFC
maintenanc
e service
Capture key
knowledge
from
experience
staff
Arrange job
attachment to
experience
staff
NA NA Both NA Small Low cost Low
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Ensure
maintenance
contractor
have
Share
knowledge
with
collaboration
Low High Tacit Both Small Low cost Low
Knowledge sharing
(socialization
exchange)
Improving Productivity amp Sustainability Through KMS
Page 26 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
competence
to maintain
the system
partners
Strengthen
contractor
monitoring
and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low NA
Ensure no
operations
impact
during new
project or
new
stationline
opening
Ensure new
system to
implement
according to
Particular
Specification
(PS)
Capture
useful
information
from PS
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Capture
useful
information
for test amp
commissioni
ng
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Ensure
defects are
resolved
before
putting the
new system
into
operations
Resolve all
defects
before
handover
NA NA Both Both Large (done by
whole Section) Low cost Low
Knowledge
application
(direction
routines)
Improving Productivity amp Sustainability Through KMS
Page 27 of 72
Steps 4 ndash Prioritize the needed KM processes
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
Maintain
key
knowledg
e for AFC
Form a
special
team for
AFC
work
Form an
AFC
Special
Duty Team
(AFCSDT)
No OK NA NA No NA NA NA 0 1 2 05
Strengthe
n training
and
practice
for
AFCSDT
Arrange
formal
training
No No OK Yes No Yes No
Knowledge
capture
(externalizatio
n
internalization
)
2 1 4 25
Conduct
drill
exercise
No OK OK OK Yes Yes No
Knowledge
application
(direction
routines)
2 3 2 35
Build a
knowledg
e database
for AFC
Establish a
knowledge
database
OK Yes Yes OK Yes Yes No
(1)
Knowledge
capture
(externalizatio
n
internalization
)
(2)
Knowledge
application
(routines)
4 2 3 5
Ensure no
operations
Capture
key
Arrange on-
the-job NA OK Yes OK Yes Yes No
Knowledge
sharing 3 2 1 4
Improving Productivity amp Sustainability Through KMS
Page 28 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
impact
during
outsource
of AFC
maintenan
ce service
knowledg
e from
experienc
e staff
training to
experience
staff
(socialization
exchange)
Ensure
maintenan
ce
contractor
are
compete
to
maintain
the
system
Share
knowledge
with
collaboratio
n partners
No Yes Yes OK Yes Yes No
(1)
Knowledge
sharing
(socialization
exchange) (2)
Knowledge
application
(direction
routines)
4 1 1 45
Strengthen
contractor
monitoring
and
supervision
NA NA No Yes No Yes No
Knowledge
application
(routines)
2 0 3 2
Ensure no
operations
impact
during
new
project or
new
stationlin
e opening
Ensure
new
system to
implemen
t
according
to
Particular
Specificat
ion(PS)
Capture
useful
information
from
Particular
Specificatio
n
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
)
3 0 4 3
Capture
useful
information
for test amp
commissioni
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
3 0 4 3
Improving Productivity amp Sustainability Through KMS
Page 29 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
ng )
Ensure
defects
are
resolved
before
putting
the new
system
into
operations
Resolve all
defects
before
handover
the system
NA NA OK Yes No Yes No
Knowledge
application
(direction
routines)
3 1 2 25
Yes = 1 OK = 05 No = 0
Improving Productivity amp Sustainability Through KMS
Page 30 of 72
Steps 5 amp 7 ndash Identify the existing KM processes and assess the KM infrastructure
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
5
Build a
knowledge
database for
AFC
Establish a
knowledge
database
(1) Knowledge
capture
(externalization
internalization)
(2) Knowledge
application
(routines)
Centralize
technical
library
Intranet to
keep Work
Instruction
(WI)
procedure and
drawings
Top
management
support
Relies
mainly on
paper-based
central
library and
intranet
Intranet
calendaring
Web-based
discussion
group Staff are
willing to
share
informati
on and
knowledg
e
PC
training
room and
on-site
equipmen
t
Yes but
low
efficiency
No as
system
complexity
became
higher the
effectiveeff
iciency was
dropped due
to poor
organizing
of
information
and
knowledge
45
Ensure
maintenance
contractor
have
competence
to maintain
the system
Share
knowledge
with
collaboration
partners
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Arrange
formal
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Relied on
Email and
SharePoint
PC based
Internet and
SharePoint
Yes
Yes but
needs to
ensure new
staff(due to
turnover)
are also
competence
4
Capture key
knowledge
from
Arrange on-
the-job
training to
Knowledge
sharing
(socialization
Learning by
observation
and practice
Email and
word
processing
Mentorship
PC based
Intranet
Email and
Yes but
low
efficiency
No because
mentorship
scheme
Improving Productivity amp Sustainability Through KMS
Page 31 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
experience
staff
experience
staff
exchange) documents Microsoft
Office
applications
could only
arrange one
or two staff
for job-
attachment
35
Strengthen
training and
practice for
AFCSDT
Conduct drill
exercise
Knowledge
application
(direction
routines)
Learning by
practice
Relied on
Microsoft
Office
applications
Yes
Yes but
there is no
plan to
conduct the
drill and the
report did
not organize
in proper
manner
3
Ensure new
system to
implement
according to
Particular
Specificatio
n
Capture useful
information
from PS Knowledge
capture
(externalization
internalization)
Face-to-face
project
meetings
Project
submissions
by Email
Incentives link
to
performance
appraisal
Relied on
Email and
Sharepoint
PC based
Internet and
Sharepoint
Contracto
r are
willing to
share
informati
on with
client
PC
meeting
rooms and
site
environm
ent
Yes Yes Capture useful
information
for test amp
commissionin
g
25
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Knowledge
capture
(externalization
internalization)
Classroom
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Top
management
encouragemen
t
Part of staff
developmen
t
programme
PC based
Intranet
Email and
Microsoft
Office
applications
Staff are
willing to
learn
PC
meeting
rooms and
site
environm
ent
Yes
Yes but the
training
material did
not organize
in proper
manner
Ensure Resolve all Knowledge Face-to-face Email and Incentives link Part of pre- Maintain Yes Yes
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Page 32 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
defects are
resolved
before
putting the
new system
into
operations
defects before
handover the
system
application
(direction
routines)
project
meetings
word
processing
documents
to
performance
appraisal
commissioni
ng activities
higher
performan
ce
standard
2
Ensure
maintenance
contractor
have
competence
to maintain
the system
Strengthen
contractor
monitoring
and
supervision
Knowledge
application
(routines)
Face-to-face
performance
review
meetings
Part of post-
commissioni
ng activities
Yes Yes
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Steps 8 ndash Develop additional needed KM systems mechanisms and technologies
Priority Major Processes Sub-processes Recommended KM Processes Develop Additional Needed KM Systems
Mechanisms Technologies
5 Build a knowledge
database for AFC
Establish a knowledge
database
(1) Knowledge capture
(externalization internalization)
(2) Knowledge application
(routines)
Convert AFC knowledge into explicit
forms
(1) Apply SharePoint to build a
document-management platform for
AFC SharePoint needs to be
customized the architecture for AFC
As such it becomes an access shared
workspaces information stores and
documents
(2) Apply MTR Creator (Web-based
discussion groups) to share
knowledge for AFC
45
Ensure maintenance
contractor have
competence to
maintain the system
Share knowledge with
collaboration partners
(1) Knowledge sharing
(socialization exchange)
(2) Knowledge application
(direction routines)
(1) Utilize of knowledge stored in
SharePoint
(2) Assess the competence level of
maintenance contractor periodically
4
Capture key
knowledge from
experience staff
Arrange on-the-job
training to experience
staff
Knowledge sharing (socialization
exchange)
(1) Capture and transfer of expertsrsquo
knowledge into procedures in
centralize electronic document system
(2) Conduct case study to strengthen
internalization process
35 Strengthen training
and practice for
AFCSDT
Conduct drill exercise Knowledge application (direction
routines)
To share drill report procedures best
practices and lessons learned for AFC
25 Arrange formal training Knowledge capture
(externalization internalization) To share training material for AFC
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94 Analysis and Recommendation
Base on the above Item 93 of KM assessment below are the analysis and recommendation
941 Analysis
- MTR is a large transportation company that pursued a low-cost business strategy to operate
its systems in a safe and reliable manner
- MTR faces low levels of uncertainty because of monopoly AFC tasks are highly dependent
because individual machines are co-related
- MTR relies mainly on explicit procedure knowledge However several projects and railway
extensions make frequent changes in the system As such MTR becomes more rely on the
tacit knowledge possessed by its employees
- MTR had pursued technologies (eg SharePoint and Web-based discussion groups) to
support knowledge management The company had set-up the platform but there was no
expertise to customize particular application Staff had just used these softwares as rituals
rather than knowledge capturing or sharing platform
942 Recommendations
- To enhance people-to-document through more on-the-job training and develop an electronic
document system that codifies stores disseminates and allows reuse of knowledge for AFC
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Page 35 of 72
- MTR had successfully applied the SharePoint in projects and railway extensions as pilot
Because of the reuse economics MTR shall further extend the application of SharePoint in
Operations Department and arrange expertise to customize the application for AFC
- Establishment and use of communities of AFC to support socialisation capture and reuse of
knowledge To enhance socialisation through more job attachments meetings and group
projects
- To enhance internalisation through more training case studies and presentations
- To motivate staff to setup amp maintain KMS for ongoing operations
bull Physiological need
ndash Review salary by staff performance
ndash Clear reward system
bull Safety need
ndash Job is secured even though share knowledge with others
ndash Training for staff without enough skill
bull Belongingness need
ndash Knowledge sharing (eg Share knowledge in SharePoint)
ndash More team activity (eg Work Improvement Team for AFC)
bull Self esteem need
ndash Social relationship with other
ndash After-office-hour activities
ndash Promotion opportunity
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10 Implementation Strategies and Plan
Below are the implementation strategies and plans
101 Use Information Technologies and Existing Resources
Based on Item 94 of KM analysis and recommendation below are the implementation details and
strategies Information technologies will be used as practical tools for activities mainly performed
and directed by humans to achieve real knowledge-based organizations Further it is inclined to use
existing resources and infrastructure due to time and budget constraints
102 Web-based Technologies
Among information technologies the web-based collaborative tools such as Wiki are very
successful and made it possible for corporate employees to continuously contribute and access
information to and from the central repository Virtual world further increased collaborative
opportunities in the process of knowledge sharing In virtual world a team can work synchronously
The new generations of virtual world tools allow the team not only meet and exchange ideas verbally
but also document them by creating processes procedures and diagrams of concepts that are
explicitly formed one part of the base of organizational knowledge
103 Codification Approach
One strategy to KM involves active management of knowledge (push strategy) In such an instance
individuals strive to explicitly encode their knowledge into a shared knowledge repository such as a
database as well as retrieving knowledge they need which other individuals have provided to the
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Page 37 of 72
repository This is also commonly known as codification approach to KM In the below section
SharePoint will be used to implement a shared knowledge repository
104 Personalization Approach
Another strategy to KM involves individuals who make requests for knowledge from experts
associated with a particular subject on an ad hoc basis (pull strategy) In such an instance experts
can provide their insights to the particular person or people who need this information This is also
commonly known as the personalization approach to KM In the below section MTR Creators will
be used to implement an E-Discussion Forum Within MTR Creators Subject Matter Advisor (SMA)
will act as an expert to provide feedback to particular questioner
105 KM Mechanisms
Knowledge can be accessed at three stages of ldquobeforerdquo ldquoduringrdquo and ldquoafter KM-related activities
Different organizations have tried various knowledge capture incentives including making content
submission mandatory and incorporating rewards into performance measurement plans as motivation
Whenever staff found that KMS is useful for them or once the habit of contributing sharing and
accessing knowledge is instilled incentivesmotivation are no longer required In the below section
rewards scheme will be incorporated into Annual Performance Appraisal to evaluate the contribution
of KM
106 Knowledge Management Software
Knowledge Management Software is a subset of enterprise content management software which
contains a range of software that specializes in the way information is collected stored andor
accessed The knowledge management is based on a range of practices used by an individual a
Improving Productivity amp Sustainability Through KMS
Page 38 of 72
business and a large corporation to identify create represent and redistribute information for a
range of purposes Software that enables an information practice or range of practices at any part of
the processes of information management can be deemed as information management software A
subset of information management software emphasizes an approach to build knowledge out of
information that is managed or contained which is often called knowledge management software
107 Selection of Knowledge Management Software
In 2008 and 2009 MTR had spent a lot of resources and make huge investments in the latest
technologies (eg SharePoint 2007) systems (MTR Creators) and infrastructures to support
knowledge management Furthermore these knowledge management software tools have the
advantages of using organizationrsquos existing information technology infrastructure with supporting by
senior management Additionally there was no funding for the implementation of this project
Hence existing resources will be made good use of building the application for AFC instead of
sourcing alternative software
1071 SWOT Analysis
In the following table a SWOT analysis is conducted SharePoint (existing resources) and PC Base
Expert System are selected for comparison The aim is to select the right technology to build the
web-base knowledge repositories
SharePoint PC Base Expert System
Strength
(1) Because of existing resources
(introduced in end 2008) it is not required
(1) Can develop as artificial
intelligence by means of Case-
Improving Productivity amp Sustainability Through KMS
Page 39 of 72
to raise funding
(2) Minimum user training
(3) Just need to do the setup customization
and administrative work
(4) Web-base document library can also
fulfill business objectives
(5) Relative easy to do the setup
customization amp administration
based or rule-Based reasoning
systems
(2) Can develop as web-base
library
(3) Fulfill business objectives
Weakness
Expertise to do setup customization amp
administration
(1) Need to raise additional cost
Relative longer development time
(2) Need expertise to develop
Opportunities
(1) Relative easy to get short win
(2) Management support in prior
More applications by means of
Case-based or rule-based
reasoning systems
Threat
Limited applications Higher cost but other technologies
may fulfill the same objectives
In the following table SWOT analysis is conducted MTR Creators (existing resources) and Yahoo
Knowledge are selected for comparison The aim is to select the right collaborative technology
(groupware etc) to build an E-discussion forum
Improving Productivity amp Sustainability Through KMS
Page 40 of 72
MTR Creators Yahoo Knowledge
Strength
(1) Because of existing resources
(introduced in end 2009) it is not required
to raise funding
(2) Minimum user training
(3) Just need to do the setup
customization and administrative work
(4) The web-base discussion forum can
fulfill business objectives
(1) Able to fulfill business
objectives
(2) Attractive MMI
(3) With scoring system to
encourage people to participate
(4) High degree of information
(5) Open to public
(6) No need to do setup
Weakness
(1) Limited to internal expertise
(2) Need to do the setup customization amp
administration work
Insufficient knowledge for specific
systems
Opportunities Management support in prior No cost is required
Threat
Have redundancy by means of Email or
other technologies
The answer has no guarantee
After analyzed SharePoint is selected to build web-base knowledge repositories because of no cost
and short implementation time while MTR Creators is selected to build an E-discussion forum with
the same reason More important both technologies are able to fulfill business objectives
108 Implementation Approaches
Both SharePoint and MTR Creators were not widely adopted at the beginning (mid of 2009) This
was because no expertise was willing to do the customization setup and administration work for the
Improving Productivity amp Sustainability Through KMS
Page 41 of 72
particular applications within the department In light of this these resources will be made good use
of and tried to maximize the utilization of these technologies and existing infrastructure In the
below sections setup customization and administrative works for SharePoint and MTR Creators
will be conducted The purpose is to build an E-document library and E-discussion forum to in line
with KM mechanisms
Improving Productivity amp Sustainability Through KMS
Page 42 of 72
109 Implementation Plan
Below is the project timeline In Jan 2010 all the setup and customization works for AFC had been completed In Feb 2010
application for these technologies together with other KM mechanisms had been started AFC SDT and other AFC team with a total
of about 22 staff were selected to apply the KMS for AFC In Jan 2010 a questionnaire had been sent to them to collect their needs
for AFC and their views for KMS In Jun 2010 another questionnaire had been sent to them to collect their comments after applying
the KMS for five months
November January February March April May
1 Review business context
2 Problem statement
3 Define project objective amp scope
4 Literature review
5 Data collection amp assessment
6 Implementation
7 Performance evaluation amp control
8 Submit project report
Tasks2009 2010
DescriptionJuneDecember
Improving Productivity amp Sustainability Through KMS
Page 43 of 72
1010 SharePoint
Microsoft SharePoint also known as Microsoft SharePoint Products and Technologies is a content
management system with integrated search functionality developed by Microsoft that allows users to
work in a web-based collaborative environment Microsoft provides certain built-in functionality and
third party developers can also develop custom modifications to extend functionalities
SharePoint is a collection of products and software elements that includes among a growing selection
of components web browser based collaboration functions process management modules search
modules and a document-management platform SharePoint can be used to host web sites that access
shared workspaces information stores and documents as well as host defined applications such as
wikis and blogs All users can manipulate proprietary controls called web parts or interact with
pieces of content such as lists and document libraries
10101 Background of Corporate Document Management System at MTR
In year 2008 MTR selected Microsoft SharePoint 2007 as the future document management platform
This platform became part of the infrastructure of Document Management System (DMS) for all
departments and supported the on-going document management needs of MTR Corporation
In mid 2008 the DMS platform was established by IT department in MTR The application setup and
administration work was relied on individual department In end 2008 these two pilot trials were
rolled out with satisfactory result which interested other departments to migrate their legacy system
into e-library Basically the application setup and ownership were released to individual department
The DMS consists of Document Libraries owned by various departments and working groups Please
Improving Productivity amp Sustainability Through KMS
Page 44 of 72
refer below Figure 5 for Enterprise Information Portal After clicking the DMS in Figure 5 the site
hierarchy tree of Document Libraries folders were expanded as illustrated in Figure 6
Figure 5 Figure 6
Referring to Figure 6 the Site Hierarchy Tree shows the document libraries that are available
in corresponding departmentrsquos folder The Document Libraries is a place on a site where user can
create share and update files It contains custom properties that stores metadata of files in the libraries
and also provides fine-grained security for granting access to those files The Document Libraries are
owned by various departments and working groups in the Operations Division Respective owner
possesses the autonomy to control who can access and to what extent under the Document Libraries
Due to various issues (for example some departments are not familiar with Information System setup
and not willing to take up the duties and responsibilities of being an administrator etc) the application
of SharePoint was not widely adopted in Operations Division
Improving Productivity amp Sustainability Through KMS
Page 45 of 72
10102 Use SharePoint as E-Document Library for AFC
Before 2009 SharePoint had never been applied to AFC knowledge management activities In Jan
2010 the initial set up share folder creation and the knowledge sharing activities for AFC among all
my staff had been conducted I acted as an Administrator role to govern knowledge management
activities in SharePoint Basically Administrators needed to manage the access permission and folder
structure of individual document libraries Meanwhile other working teams were encouraged to share
their knowledge and useful documents in SharePoint Before starting these activities in SharePoint the
following setup was required to arrange
10103 Created the folder structure
In the below Figure 7 the folder structure of a document library at Site Hierarchy called AFC SDT
was created AFC staff could add files to the library and other people can make changes to them
Those changes would be stored in the library at server not at their own computers And other people
could easily access the files by using a Web browser provided that they have been granted the
permissions to do so
Improving Productivity amp Sustainability Through KMS
Page 46 of 72
Figure 7 Figure 8
10104 Define Content Types
In the above Figure 8 the content type was defined which is suitable for AFC application A content
type is used to define the attributes of a document Each content type can store different attributes in
the document library and also can associate with different document library For example all
deliverable documents in a project file may require a set of attributes such as project code and project
owner By creating a project content type the required information such as project code must be
assured and the project owner will be associated with all variants of user deliverable documents for
AFC
10105 File Permission Settings
Improving Productivity amp Sustainability Through KMS
Page 47 of 72
In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
Improving Productivity amp Sustainability Through KMS
Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
Improving Productivity amp Sustainability Through KMS
Page 49 of 72
Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
Improving Productivity amp Sustainability Through KMS
Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
Improving Productivity amp Sustainability Through KMS
Page 51 of 72
Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
Improving Productivity amp Sustainability Through KMS
Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
Improving Productivity amp Sustainability Through KMS
Page 53 of 72
PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
Improving Productivity amp Sustainability Through KMS
Page 56 of 72
10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
Improving Productivity amp Sustainability Through KMS
Page 57 of 72
11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 17
Improving Productivity amp Sustainability Through KMS
Page 15 of 72
KM
Processes
KM
Systems
KM Sub-
Processes
Illustrative KM
Mechanisms
Illustrative KM
Technologies
practices databases
lessons learned systems
and expertise locator
system
Knowledge
Application
Knowledge
Application
Systems
Direction Traditional
hierarchical
relationships in
organizations help
desks and support
centers
Capture and transfer of
expertsrsquo knowledge
troubleshooting systems
and case-based reasoning
systems decision
support systems
Routines Organizational
policies work
practices and
standards
Expert systems
enterprise resource
planning systems
management information
systems
87 Motivation
Referring to Gary amp Alan (2008) motivation is an extent to which persistent effort is
directed toward a goal Effort persistence direction and goal are important elements to
achieve motivation
Improving Productivity amp Sustainability Through KMS
Page 16 of 72
According to Becerra ndashFernandez et al 2004 KM is directly linked to what people know
and how what they know can support business and organizational objectives It draws on
human competency intuition ideas and motivations In light of this motivation is one of the
important elements which cannot be ignored during the implementation of KM Motivation
can positively influence and encourage staff to contribute continuously their efforts towards
the successful attainment of KM
With reference to Wikipedia there is a number of claims exist as to the motivations leading
organizations to undertake a KM effort Typical considerations driving a KM effort include
making available increased knowledge content in the development and provision of products
and services as well as achieving shorter new product development cycles and etc
871 Need Theory of Work Motivation
According to Gary amp Alan (2008) the Need Theory specified what kinds of needs people
have and the conditions under which they will be motivated to satisfy these needs in a way
that contributes to better performance Needs are physiological and psychological wants or
desires that individuals can satisfy by acquiring certain incentives or achieving particular
goals It is the behaviour stimulated by this acquisition process that reveals the motivational
character of needs According to Maslowrsquos Hierarchy of Needs motivation can be divided
into intrinsic and extrinsic as shown in Figure 3
Improving Productivity amp Sustainability Through KMS
Page 17 of 72
The unsatisfied need category at the lowest-level has the greatest motivating potential The
best motivation depends on the personrsquos position in the need hierarchy According to Maslow
individuals are motivated to satisfy their physiological needs before they reveal an interest in
safety needs Thus safety needs must be satisfied before social needs become motivational
and so on
872 Goal Setting Theory and Management by Objectives
According to Robbins and Coulter (2005) goal setting is a motivational technique that uses
specific challenging and acceptable goals and provides feedback to enhance performance
The two main categories are learning goals and performance goals Learning goals are
process-oriented goals that focus on learning and enhancing the understanding of a task and
the use of task strategies Performance goals are outcome-oriented goals that focus on the
achievement of specific performance outcomes
Physiological
Safety
Belongingness
Self-esteem
Self-actualization
Intrinsic Motivation
Extrinsic Motivation
Figure 3 ndash Maslowrsquos Hierarchy of Needs
Improving Productivity amp Sustainability Through KMS
Page 18 of 72
According to Robbins and Coulter (2005) Management by Objectives (MBO) is an elaborate
goal-setting and evaluation process that organizations typically use for management tasks
Objectives for the organization as a whole are developed by top management and diffused
down and translated into specific behavioural objectives for individual members to achieve
through the process of planning motivating evaluating and reward
873 Job Characteristics Model (JCM)
According to Robbins and Coulter (2005) JCM specified the job characteristics and used to
redesign work to make it more motivated Referring to Figure 4 below it describes how the
first three dimensions ndash skill variety task identity and task significance ndash combine to create
meaningful work From a motivational standpoint JCM suggests that internal rewards are
obtained when an employee learns (knowledge of results through feedback) that he or she
personally (experienced responsibility through autonomy of work) has well performed on a
task that he or she cares about (experienced meaningfulness through skill variety task
identity andor task significance) The more these three conditions characterize a job the
greater the employeersquos motivation
Improving Productivity amp Sustainability Through KMS
Page 19 of 72
Figure 4 ndash Job Characteristic Models (JCM)
9 Scope of Work
The major scope to keep knowledge for AFC is to ensure no negative impact during changes
in business environment My key assignment is to train AFCSDT as AFC expert in the
coming two years KMS will be applied to leverage their knowledge and build a reservoir
for AFC knowledge Meanwhile motivation theory will also be applied to ensure ongoing
operations until the KMS become an organizational culture in the department AFCSDT
would strengthen contractor monitoring supervision and TampC activities to ensure no adverse
impact after outsourcing new projects or stationrailway extensions
91 How do I manage their motivation forces
In December 2009 six technicianssenior technicians were redeployed to my section and
under my supervision With reference to the results of other departments the initial setup of
Improving Productivity amp Sustainability Through KMS
Page 20 of 72
KMS might not be difficult but to keep a momentum to maintain the KMS as departmental
culture would be a real challenge It is because there are several inherent personnel issues as
below
- Employees always think that their special skill and knowledge are eroding
- Employees will think that KMS is an extra task other than normal duties hence they will
be reluctant to involve in it
- Fear of job securityredundancy
- Normal working hours are already occupied by day-to-day duties therefore not much
time can be spared to handle additional KM activities
Because of the captioned reasons motivation techniques must be applied to tempt staff to use
KMS In addition it is essential to keep the momentum forces of KMS and to ensure
sufficient driving forces of motivation within the team until using KMS become departmental
culture According to Maslowrsquos Hierarchy of Needs motivation can be achieved by the
below techniques
Maslowrsquos Hierarchy of
Needs
Propose motivation techniques
Physiological
1 Review salary by staff performance in relation to KMS
2 Clear reward system
Safety
1 Job is secured even though share knowledge with other
2 Training for staff without enough skill
Belongingness 1 Knowledge sharing
Improving Productivity amp Sustainability Through KMS
Page 21 of 72
Maslowrsquos Hierarchy of
Needs
Propose motivation techniques
2 More team activity
Self esteem
1 Social relationship with other
2 After-office-hour activities
3 Promotion opportunity
92 Qualitative Measures
In order to identify existing KM processes qualitative measures will be used Questionnaire
and informal chatting with the technicians and engineers were arranged in January 2010
Please refer Appendix 2 for the questionnaire
93 KM Assessment
Firstly an assessment for contingent factors will be conducted This is to evaluate the effect
of knowledge and task characteristics environmental and organizational characteristics
before selecting appropriate KM processes Secondly methodology will be assessed This is
to identify task-oriented key processes assess the contingency factors prioritize assess the
KM infrastructure and develop additional needed KM systems mechanisms and
technologies applied to AFC The eight steps are required to go through and are summarized
as below The elaboration of each steps are detailed in the following tables
1 Identify task-oriented key processes
2 Assess the contingency factors
Improving Productivity amp Sustainability Through KMS
Page 22 of 72
3 Identify the KM processes based on each contingency factor
4 Prioritize the needed KM processes
5 Identify the existing KM processes
6 Identify the additional needed KM processes
7 Assess the KM infrastructure
8 Develop additional needed KM systems mechanisms and technologies
Improving Productivity amp Sustainability Through KMS
Page 23 of 72
Steps 1 amp 2 ndash Identify task-oriented key processes and assess the contingency factors
Business
Objectives Major Processes Sub-processes
Assess the Contingency Factors
Task Characteristics Knowledge Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environmental
Uncertainty =
High or Low
Task
Uncertainty =
High or Low
Task
Dependence =
High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain key
knowledge for
AFC
Form a special team for
AFC work
Form an AFC
Special Duty Team
(AFCSDT)
Low NA NA NA Large NA NA
Strengthen training and
practice for AFCSDT
Arrange formal
training Low Low Explicit Procedural Large Low cost Low
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Build a knowledge
database for AFC
Establish a
knowledge database Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Ensure no
operations
impact during
outsource of
AFC
maintenance
service
Capture key knowledge
from experience staff
Arrange job
attachment to
experience staff
NA NA Both NA Small Low cost Low
Ensure maintenance
contractor have
competence to maintain
the system
Share knowledge
with collaboration
partners
Low High Tacit Both Small Low cost Low
Strengthen contractor
monitoring and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low
Ensure no
operations
impact during
new project or
new
stationline
opening
Ensure new system to
implement according to
Particular
Specification(PS)
Capture useful
information from PS Low Low Explicit Procedural
Small (conduct
by small team) Low cost Low
Capture useful
information for test
amp commissioning
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Ensure defects are
resolved before putting
the new system into
operations
Resolve all defects
before handover NA NA Both Both
Large (done by
whole Section) Low cost Low
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Page 24 of 72
Steps 3 ndash Identify the KM processes based on each contingency factor
Characteristic LevelType Recommended KM Processes
Organization
Size
Small Knowledge sharing (socialization)
Knowledge application (direction)
Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Large Knowledge sharing (exchange)
Knowledge application (routines)
Knowledge discovery (combination)
Knowledge capture (externalization internalization)
Business Strategy
Low cost Knowledge application (direction routines)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Differentiation Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Environmental
Uncertainty
Low Knowledge sharing (socialization exchange)
Knowledge capture (externalization internalization)
High Knowledge discovery (combination socialization)
Knowledge application (direction routines)
Improving Productivity amp Sustainability Through KMS
Page 25 of 72
Steps 3 ndash Identify the KM processes based on each contingency factor
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain
key
knowledge
for AFC
Form a
special team
for AFC
work
Form an
AFC Special
Duty Team
(AFCSDT)
Low NA NA NA Large NA NA NA
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Low Low Explicit Procedural Large Low cost Low
Knowledge capture
(externalization
internalization)
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Knowledge sharing
(socialization
exchange)
Build a
knowledge
database for
AFC
Establish a
knowledge
database
Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Knowledge capture
(externalization
internalization)
Ensure no
operations
impact
during
outsource
of AFC
maintenanc
e service
Capture key
knowledge
from
experience
staff
Arrange job
attachment to
experience
staff
NA NA Both NA Small Low cost Low
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Ensure
maintenance
contractor
have
Share
knowledge
with
collaboration
Low High Tacit Both Small Low cost Low
Knowledge sharing
(socialization
exchange)
Improving Productivity amp Sustainability Through KMS
Page 26 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
competence
to maintain
the system
partners
Strengthen
contractor
monitoring
and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low NA
Ensure no
operations
impact
during new
project or
new
stationline
opening
Ensure new
system to
implement
according to
Particular
Specification
(PS)
Capture
useful
information
from PS
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Capture
useful
information
for test amp
commissioni
ng
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Ensure
defects are
resolved
before
putting the
new system
into
operations
Resolve all
defects
before
handover
NA NA Both Both Large (done by
whole Section) Low cost Low
Knowledge
application
(direction
routines)
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Page 27 of 72
Steps 4 ndash Prioritize the needed KM processes
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
Maintain
key
knowledg
e for AFC
Form a
special
team for
AFC
work
Form an
AFC
Special
Duty Team
(AFCSDT)
No OK NA NA No NA NA NA 0 1 2 05
Strengthe
n training
and
practice
for
AFCSDT
Arrange
formal
training
No No OK Yes No Yes No
Knowledge
capture
(externalizatio
n
internalization
)
2 1 4 25
Conduct
drill
exercise
No OK OK OK Yes Yes No
Knowledge
application
(direction
routines)
2 3 2 35
Build a
knowledg
e database
for AFC
Establish a
knowledge
database
OK Yes Yes OK Yes Yes No
(1)
Knowledge
capture
(externalizatio
n
internalization
)
(2)
Knowledge
application
(routines)
4 2 3 5
Ensure no
operations
Capture
key
Arrange on-
the-job NA OK Yes OK Yes Yes No
Knowledge
sharing 3 2 1 4
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Page 28 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
impact
during
outsource
of AFC
maintenan
ce service
knowledg
e from
experienc
e staff
training to
experience
staff
(socialization
exchange)
Ensure
maintenan
ce
contractor
are
compete
to
maintain
the
system
Share
knowledge
with
collaboratio
n partners
No Yes Yes OK Yes Yes No
(1)
Knowledge
sharing
(socialization
exchange) (2)
Knowledge
application
(direction
routines)
4 1 1 45
Strengthen
contractor
monitoring
and
supervision
NA NA No Yes No Yes No
Knowledge
application
(routines)
2 0 3 2
Ensure no
operations
impact
during
new
project or
new
stationlin
e opening
Ensure
new
system to
implemen
t
according
to
Particular
Specificat
ion(PS)
Capture
useful
information
from
Particular
Specificatio
n
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
)
3 0 4 3
Capture
useful
information
for test amp
commissioni
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
3 0 4 3
Improving Productivity amp Sustainability Through KMS
Page 29 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
ng )
Ensure
defects
are
resolved
before
putting
the new
system
into
operations
Resolve all
defects
before
handover
the system
NA NA OK Yes No Yes No
Knowledge
application
(direction
routines)
3 1 2 25
Yes = 1 OK = 05 No = 0
Improving Productivity amp Sustainability Through KMS
Page 30 of 72
Steps 5 amp 7 ndash Identify the existing KM processes and assess the KM infrastructure
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
5
Build a
knowledge
database for
AFC
Establish a
knowledge
database
(1) Knowledge
capture
(externalization
internalization)
(2) Knowledge
application
(routines)
Centralize
technical
library
Intranet to
keep Work
Instruction
(WI)
procedure and
drawings
Top
management
support
Relies
mainly on
paper-based
central
library and
intranet
Intranet
calendaring
Web-based
discussion
group Staff are
willing to
share
informati
on and
knowledg
e
PC
training
room and
on-site
equipmen
t
Yes but
low
efficiency
No as
system
complexity
became
higher the
effectiveeff
iciency was
dropped due
to poor
organizing
of
information
and
knowledge
45
Ensure
maintenance
contractor
have
competence
to maintain
the system
Share
knowledge
with
collaboration
partners
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Arrange
formal
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Relied on
Email and
SharePoint
PC based
Internet and
SharePoint
Yes
Yes but
needs to
ensure new
staff(due to
turnover)
are also
competence
4
Capture key
knowledge
from
Arrange on-
the-job
training to
Knowledge
sharing
(socialization
Learning by
observation
and practice
Email and
word
processing
Mentorship
PC based
Intranet
Email and
Yes but
low
efficiency
No because
mentorship
scheme
Improving Productivity amp Sustainability Through KMS
Page 31 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
experience
staff
experience
staff
exchange) documents Microsoft
Office
applications
could only
arrange one
or two staff
for job-
attachment
35
Strengthen
training and
practice for
AFCSDT
Conduct drill
exercise
Knowledge
application
(direction
routines)
Learning by
practice
Relied on
Microsoft
Office
applications
Yes
Yes but
there is no
plan to
conduct the
drill and the
report did
not organize
in proper
manner
3
Ensure new
system to
implement
according to
Particular
Specificatio
n
Capture useful
information
from PS Knowledge
capture
(externalization
internalization)
Face-to-face
project
meetings
Project
submissions
by Email
Incentives link
to
performance
appraisal
Relied on
Email and
Sharepoint
PC based
Internet and
Sharepoint
Contracto
r are
willing to
share
informati
on with
client
PC
meeting
rooms and
site
environm
ent
Yes Yes Capture useful
information
for test amp
commissionin
g
25
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Knowledge
capture
(externalization
internalization)
Classroom
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Top
management
encouragemen
t
Part of staff
developmen
t
programme
PC based
Intranet
Email and
Microsoft
Office
applications
Staff are
willing to
learn
PC
meeting
rooms and
site
environm
ent
Yes
Yes but the
training
material did
not organize
in proper
manner
Ensure Resolve all Knowledge Face-to-face Email and Incentives link Part of pre- Maintain Yes Yes
Improving Productivity amp Sustainability Through KMS
Page 32 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
defects are
resolved
before
putting the
new system
into
operations
defects before
handover the
system
application
(direction
routines)
project
meetings
word
processing
documents
to
performance
appraisal
commissioni
ng activities
higher
performan
ce
standard
2
Ensure
maintenance
contractor
have
competence
to maintain
the system
Strengthen
contractor
monitoring
and
supervision
Knowledge
application
(routines)
Face-to-face
performance
review
meetings
Part of post-
commissioni
ng activities
Yes Yes
Improving Productivity amp Sustainability Through KMS
Page 33 of 72
Steps 8 ndash Develop additional needed KM systems mechanisms and technologies
Priority Major Processes Sub-processes Recommended KM Processes Develop Additional Needed KM Systems
Mechanisms Technologies
5 Build a knowledge
database for AFC
Establish a knowledge
database
(1) Knowledge capture
(externalization internalization)
(2) Knowledge application
(routines)
Convert AFC knowledge into explicit
forms
(1) Apply SharePoint to build a
document-management platform for
AFC SharePoint needs to be
customized the architecture for AFC
As such it becomes an access shared
workspaces information stores and
documents
(2) Apply MTR Creator (Web-based
discussion groups) to share
knowledge for AFC
45
Ensure maintenance
contractor have
competence to
maintain the system
Share knowledge with
collaboration partners
(1) Knowledge sharing
(socialization exchange)
(2) Knowledge application
(direction routines)
(1) Utilize of knowledge stored in
SharePoint
(2) Assess the competence level of
maintenance contractor periodically
4
Capture key
knowledge from
experience staff
Arrange on-the-job
training to experience
staff
Knowledge sharing (socialization
exchange)
(1) Capture and transfer of expertsrsquo
knowledge into procedures in
centralize electronic document system
(2) Conduct case study to strengthen
internalization process
35 Strengthen training
and practice for
AFCSDT
Conduct drill exercise Knowledge application (direction
routines)
To share drill report procedures best
practices and lessons learned for AFC
25 Arrange formal training Knowledge capture
(externalization internalization) To share training material for AFC
Improving Productivity amp Sustainability Through KMS
Page 34 of 72
94 Analysis and Recommendation
Base on the above Item 93 of KM assessment below are the analysis and recommendation
941 Analysis
- MTR is a large transportation company that pursued a low-cost business strategy to operate
its systems in a safe and reliable manner
- MTR faces low levels of uncertainty because of monopoly AFC tasks are highly dependent
because individual machines are co-related
- MTR relies mainly on explicit procedure knowledge However several projects and railway
extensions make frequent changes in the system As such MTR becomes more rely on the
tacit knowledge possessed by its employees
- MTR had pursued technologies (eg SharePoint and Web-based discussion groups) to
support knowledge management The company had set-up the platform but there was no
expertise to customize particular application Staff had just used these softwares as rituals
rather than knowledge capturing or sharing platform
942 Recommendations
- To enhance people-to-document through more on-the-job training and develop an electronic
document system that codifies stores disseminates and allows reuse of knowledge for AFC
Improving Productivity amp Sustainability Through KMS
Page 35 of 72
- MTR had successfully applied the SharePoint in projects and railway extensions as pilot
Because of the reuse economics MTR shall further extend the application of SharePoint in
Operations Department and arrange expertise to customize the application for AFC
- Establishment and use of communities of AFC to support socialisation capture and reuse of
knowledge To enhance socialisation through more job attachments meetings and group
projects
- To enhance internalisation through more training case studies and presentations
- To motivate staff to setup amp maintain KMS for ongoing operations
bull Physiological need
ndash Review salary by staff performance
ndash Clear reward system
bull Safety need
ndash Job is secured even though share knowledge with others
ndash Training for staff without enough skill
bull Belongingness need
ndash Knowledge sharing (eg Share knowledge in SharePoint)
ndash More team activity (eg Work Improvement Team for AFC)
bull Self esteem need
ndash Social relationship with other
ndash After-office-hour activities
ndash Promotion opportunity
Improving Productivity amp Sustainability Through KMS
Page 36 of 72
10 Implementation Strategies and Plan
Below are the implementation strategies and plans
101 Use Information Technologies and Existing Resources
Based on Item 94 of KM analysis and recommendation below are the implementation details and
strategies Information technologies will be used as practical tools for activities mainly performed
and directed by humans to achieve real knowledge-based organizations Further it is inclined to use
existing resources and infrastructure due to time and budget constraints
102 Web-based Technologies
Among information technologies the web-based collaborative tools such as Wiki are very
successful and made it possible for corporate employees to continuously contribute and access
information to and from the central repository Virtual world further increased collaborative
opportunities in the process of knowledge sharing In virtual world a team can work synchronously
The new generations of virtual world tools allow the team not only meet and exchange ideas verbally
but also document them by creating processes procedures and diagrams of concepts that are
explicitly formed one part of the base of organizational knowledge
103 Codification Approach
One strategy to KM involves active management of knowledge (push strategy) In such an instance
individuals strive to explicitly encode their knowledge into a shared knowledge repository such as a
database as well as retrieving knowledge they need which other individuals have provided to the
Improving Productivity amp Sustainability Through KMS
Page 37 of 72
repository This is also commonly known as codification approach to KM In the below section
SharePoint will be used to implement a shared knowledge repository
104 Personalization Approach
Another strategy to KM involves individuals who make requests for knowledge from experts
associated with a particular subject on an ad hoc basis (pull strategy) In such an instance experts
can provide their insights to the particular person or people who need this information This is also
commonly known as the personalization approach to KM In the below section MTR Creators will
be used to implement an E-Discussion Forum Within MTR Creators Subject Matter Advisor (SMA)
will act as an expert to provide feedback to particular questioner
105 KM Mechanisms
Knowledge can be accessed at three stages of ldquobeforerdquo ldquoduringrdquo and ldquoafter KM-related activities
Different organizations have tried various knowledge capture incentives including making content
submission mandatory and incorporating rewards into performance measurement plans as motivation
Whenever staff found that KMS is useful for them or once the habit of contributing sharing and
accessing knowledge is instilled incentivesmotivation are no longer required In the below section
rewards scheme will be incorporated into Annual Performance Appraisal to evaluate the contribution
of KM
106 Knowledge Management Software
Knowledge Management Software is a subset of enterprise content management software which
contains a range of software that specializes in the way information is collected stored andor
accessed The knowledge management is based on a range of practices used by an individual a
Improving Productivity amp Sustainability Through KMS
Page 38 of 72
business and a large corporation to identify create represent and redistribute information for a
range of purposes Software that enables an information practice or range of practices at any part of
the processes of information management can be deemed as information management software A
subset of information management software emphasizes an approach to build knowledge out of
information that is managed or contained which is often called knowledge management software
107 Selection of Knowledge Management Software
In 2008 and 2009 MTR had spent a lot of resources and make huge investments in the latest
technologies (eg SharePoint 2007) systems (MTR Creators) and infrastructures to support
knowledge management Furthermore these knowledge management software tools have the
advantages of using organizationrsquos existing information technology infrastructure with supporting by
senior management Additionally there was no funding for the implementation of this project
Hence existing resources will be made good use of building the application for AFC instead of
sourcing alternative software
1071 SWOT Analysis
In the following table a SWOT analysis is conducted SharePoint (existing resources) and PC Base
Expert System are selected for comparison The aim is to select the right technology to build the
web-base knowledge repositories
SharePoint PC Base Expert System
Strength
(1) Because of existing resources
(introduced in end 2008) it is not required
(1) Can develop as artificial
intelligence by means of Case-
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Page 39 of 72
to raise funding
(2) Minimum user training
(3) Just need to do the setup customization
and administrative work
(4) Web-base document library can also
fulfill business objectives
(5) Relative easy to do the setup
customization amp administration
based or rule-Based reasoning
systems
(2) Can develop as web-base
library
(3) Fulfill business objectives
Weakness
Expertise to do setup customization amp
administration
(1) Need to raise additional cost
Relative longer development time
(2) Need expertise to develop
Opportunities
(1) Relative easy to get short win
(2) Management support in prior
More applications by means of
Case-based or rule-based
reasoning systems
Threat
Limited applications Higher cost but other technologies
may fulfill the same objectives
In the following table SWOT analysis is conducted MTR Creators (existing resources) and Yahoo
Knowledge are selected for comparison The aim is to select the right collaborative technology
(groupware etc) to build an E-discussion forum
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Page 40 of 72
MTR Creators Yahoo Knowledge
Strength
(1) Because of existing resources
(introduced in end 2009) it is not required
to raise funding
(2) Minimum user training
(3) Just need to do the setup
customization and administrative work
(4) The web-base discussion forum can
fulfill business objectives
(1) Able to fulfill business
objectives
(2) Attractive MMI
(3) With scoring system to
encourage people to participate
(4) High degree of information
(5) Open to public
(6) No need to do setup
Weakness
(1) Limited to internal expertise
(2) Need to do the setup customization amp
administration work
Insufficient knowledge for specific
systems
Opportunities Management support in prior No cost is required
Threat
Have redundancy by means of Email or
other technologies
The answer has no guarantee
After analyzed SharePoint is selected to build web-base knowledge repositories because of no cost
and short implementation time while MTR Creators is selected to build an E-discussion forum with
the same reason More important both technologies are able to fulfill business objectives
108 Implementation Approaches
Both SharePoint and MTR Creators were not widely adopted at the beginning (mid of 2009) This
was because no expertise was willing to do the customization setup and administration work for the
Improving Productivity amp Sustainability Through KMS
Page 41 of 72
particular applications within the department In light of this these resources will be made good use
of and tried to maximize the utilization of these technologies and existing infrastructure In the
below sections setup customization and administrative works for SharePoint and MTR Creators
will be conducted The purpose is to build an E-document library and E-discussion forum to in line
with KM mechanisms
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Page 42 of 72
109 Implementation Plan
Below is the project timeline In Jan 2010 all the setup and customization works for AFC had been completed In Feb 2010
application for these technologies together with other KM mechanisms had been started AFC SDT and other AFC team with a total
of about 22 staff were selected to apply the KMS for AFC In Jan 2010 a questionnaire had been sent to them to collect their needs
for AFC and their views for KMS In Jun 2010 another questionnaire had been sent to them to collect their comments after applying
the KMS for five months
November January February March April May
1 Review business context
2 Problem statement
3 Define project objective amp scope
4 Literature review
5 Data collection amp assessment
6 Implementation
7 Performance evaluation amp control
8 Submit project report
Tasks2009 2010
DescriptionJuneDecember
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1010 SharePoint
Microsoft SharePoint also known as Microsoft SharePoint Products and Technologies is a content
management system with integrated search functionality developed by Microsoft that allows users to
work in a web-based collaborative environment Microsoft provides certain built-in functionality and
third party developers can also develop custom modifications to extend functionalities
SharePoint is a collection of products and software elements that includes among a growing selection
of components web browser based collaboration functions process management modules search
modules and a document-management platform SharePoint can be used to host web sites that access
shared workspaces information stores and documents as well as host defined applications such as
wikis and blogs All users can manipulate proprietary controls called web parts or interact with
pieces of content such as lists and document libraries
10101 Background of Corporate Document Management System at MTR
In year 2008 MTR selected Microsoft SharePoint 2007 as the future document management platform
This platform became part of the infrastructure of Document Management System (DMS) for all
departments and supported the on-going document management needs of MTR Corporation
In mid 2008 the DMS platform was established by IT department in MTR The application setup and
administration work was relied on individual department In end 2008 these two pilot trials were
rolled out with satisfactory result which interested other departments to migrate their legacy system
into e-library Basically the application setup and ownership were released to individual department
The DMS consists of Document Libraries owned by various departments and working groups Please
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Page 44 of 72
refer below Figure 5 for Enterprise Information Portal After clicking the DMS in Figure 5 the site
hierarchy tree of Document Libraries folders were expanded as illustrated in Figure 6
Figure 5 Figure 6
Referring to Figure 6 the Site Hierarchy Tree shows the document libraries that are available
in corresponding departmentrsquos folder The Document Libraries is a place on a site where user can
create share and update files It contains custom properties that stores metadata of files in the libraries
and also provides fine-grained security for granting access to those files The Document Libraries are
owned by various departments and working groups in the Operations Division Respective owner
possesses the autonomy to control who can access and to what extent under the Document Libraries
Due to various issues (for example some departments are not familiar with Information System setup
and not willing to take up the duties and responsibilities of being an administrator etc) the application
of SharePoint was not widely adopted in Operations Division
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10102 Use SharePoint as E-Document Library for AFC
Before 2009 SharePoint had never been applied to AFC knowledge management activities In Jan
2010 the initial set up share folder creation and the knowledge sharing activities for AFC among all
my staff had been conducted I acted as an Administrator role to govern knowledge management
activities in SharePoint Basically Administrators needed to manage the access permission and folder
structure of individual document libraries Meanwhile other working teams were encouraged to share
their knowledge and useful documents in SharePoint Before starting these activities in SharePoint the
following setup was required to arrange
10103 Created the folder structure
In the below Figure 7 the folder structure of a document library at Site Hierarchy called AFC SDT
was created AFC staff could add files to the library and other people can make changes to them
Those changes would be stored in the library at server not at their own computers And other people
could easily access the files by using a Web browser provided that they have been granted the
permissions to do so
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Figure 7 Figure 8
10104 Define Content Types
In the above Figure 8 the content type was defined which is suitable for AFC application A content
type is used to define the attributes of a document Each content type can store different attributes in
the document library and also can associate with different document library For example all
deliverable documents in a project file may require a set of attributes such as project code and project
owner By creating a project content type the required information such as project code must be
assured and the project owner will be associated with all variants of user deliverable documents for
AFC
10105 File Permission Settings
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In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
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Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
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Page 49 of 72
Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
Improving Productivity amp Sustainability Through KMS
Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
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Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
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- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
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Page 53 of 72
PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
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10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
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11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
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Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 18
Improving Productivity amp Sustainability Through KMS
Page 16 of 72
According to Becerra ndashFernandez et al 2004 KM is directly linked to what people know
and how what they know can support business and organizational objectives It draws on
human competency intuition ideas and motivations In light of this motivation is one of the
important elements which cannot be ignored during the implementation of KM Motivation
can positively influence and encourage staff to contribute continuously their efforts towards
the successful attainment of KM
With reference to Wikipedia there is a number of claims exist as to the motivations leading
organizations to undertake a KM effort Typical considerations driving a KM effort include
making available increased knowledge content in the development and provision of products
and services as well as achieving shorter new product development cycles and etc
871 Need Theory of Work Motivation
According to Gary amp Alan (2008) the Need Theory specified what kinds of needs people
have and the conditions under which they will be motivated to satisfy these needs in a way
that contributes to better performance Needs are physiological and psychological wants or
desires that individuals can satisfy by acquiring certain incentives or achieving particular
goals It is the behaviour stimulated by this acquisition process that reveals the motivational
character of needs According to Maslowrsquos Hierarchy of Needs motivation can be divided
into intrinsic and extrinsic as shown in Figure 3
Improving Productivity amp Sustainability Through KMS
Page 17 of 72
The unsatisfied need category at the lowest-level has the greatest motivating potential The
best motivation depends on the personrsquos position in the need hierarchy According to Maslow
individuals are motivated to satisfy their physiological needs before they reveal an interest in
safety needs Thus safety needs must be satisfied before social needs become motivational
and so on
872 Goal Setting Theory and Management by Objectives
According to Robbins and Coulter (2005) goal setting is a motivational technique that uses
specific challenging and acceptable goals and provides feedback to enhance performance
The two main categories are learning goals and performance goals Learning goals are
process-oriented goals that focus on learning and enhancing the understanding of a task and
the use of task strategies Performance goals are outcome-oriented goals that focus on the
achievement of specific performance outcomes
Physiological
Safety
Belongingness
Self-esteem
Self-actualization
Intrinsic Motivation
Extrinsic Motivation
Figure 3 ndash Maslowrsquos Hierarchy of Needs
Improving Productivity amp Sustainability Through KMS
Page 18 of 72
According to Robbins and Coulter (2005) Management by Objectives (MBO) is an elaborate
goal-setting and evaluation process that organizations typically use for management tasks
Objectives for the organization as a whole are developed by top management and diffused
down and translated into specific behavioural objectives for individual members to achieve
through the process of planning motivating evaluating and reward
873 Job Characteristics Model (JCM)
According to Robbins and Coulter (2005) JCM specified the job characteristics and used to
redesign work to make it more motivated Referring to Figure 4 below it describes how the
first three dimensions ndash skill variety task identity and task significance ndash combine to create
meaningful work From a motivational standpoint JCM suggests that internal rewards are
obtained when an employee learns (knowledge of results through feedback) that he or she
personally (experienced responsibility through autonomy of work) has well performed on a
task that he or she cares about (experienced meaningfulness through skill variety task
identity andor task significance) The more these three conditions characterize a job the
greater the employeersquos motivation
Improving Productivity amp Sustainability Through KMS
Page 19 of 72
Figure 4 ndash Job Characteristic Models (JCM)
9 Scope of Work
The major scope to keep knowledge for AFC is to ensure no negative impact during changes
in business environment My key assignment is to train AFCSDT as AFC expert in the
coming two years KMS will be applied to leverage their knowledge and build a reservoir
for AFC knowledge Meanwhile motivation theory will also be applied to ensure ongoing
operations until the KMS become an organizational culture in the department AFCSDT
would strengthen contractor monitoring supervision and TampC activities to ensure no adverse
impact after outsourcing new projects or stationrailway extensions
91 How do I manage their motivation forces
In December 2009 six technicianssenior technicians were redeployed to my section and
under my supervision With reference to the results of other departments the initial setup of
Improving Productivity amp Sustainability Through KMS
Page 20 of 72
KMS might not be difficult but to keep a momentum to maintain the KMS as departmental
culture would be a real challenge It is because there are several inherent personnel issues as
below
- Employees always think that their special skill and knowledge are eroding
- Employees will think that KMS is an extra task other than normal duties hence they will
be reluctant to involve in it
- Fear of job securityredundancy
- Normal working hours are already occupied by day-to-day duties therefore not much
time can be spared to handle additional KM activities
Because of the captioned reasons motivation techniques must be applied to tempt staff to use
KMS In addition it is essential to keep the momentum forces of KMS and to ensure
sufficient driving forces of motivation within the team until using KMS become departmental
culture According to Maslowrsquos Hierarchy of Needs motivation can be achieved by the
below techniques
Maslowrsquos Hierarchy of
Needs
Propose motivation techniques
Physiological
1 Review salary by staff performance in relation to KMS
2 Clear reward system
Safety
1 Job is secured even though share knowledge with other
2 Training for staff without enough skill
Belongingness 1 Knowledge sharing
Improving Productivity amp Sustainability Through KMS
Page 21 of 72
Maslowrsquos Hierarchy of
Needs
Propose motivation techniques
2 More team activity
Self esteem
1 Social relationship with other
2 After-office-hour activities
3 Promotion opportunity
92 Qualitative Measures
In order to identify existing KM processes qualitative measures will be used Questionnaire
and informal chatting with the technicians and engineers were arranged in January 2010
Please refer Appendix 2 for the questionnaire
93 KM Assessment
Firstly an assessment for contingent factors will be conducted This is to evaluate the effect
of knowledge and task characteristics environmental and organizational characteristics
before selecting appropriate KM processes Secondly methodology will be assessed This is
to identify task-oriented key processes assess the contingency factors prioritize assess the
KM infrastructure and develop additional needed KM systems mechanisms and
technologies applied to AFC The eight steps are required to go through and are summarized
as below The elaboration of each steps are detailed in the following tables
1 Identify task-oriented key processes
2 Assess the contingency factors
Improving Productivity amp Sustainability Through KMS
Page 22 of 72
3 Identify the KM processes based on each contingency factor
4 Prioritize the needed KM processes
5 Identify the existing KM processes
6 Identify the additional needed KM processes
7 Assess the KM infrastructure
8 Develop additional needed KM systems mechanisms and technologies
Improving Productivity amp Sustainability Through KMS
Page 23 of 72
Steps 1 amp 2 ndash Identify task-oriented key processes and assess the contingency factors
Business
Objectives Major Processes Sub-processes
Assess the Contingency Factors
Task Characteristics Knowledge Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environmental
Uncertainty =
High or Low
Task
Uncertainty =
High or Low
Task
Dependence =
High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain key
knowledge for
AFC
Form a special team for
AFC work
Form an AFC
Special Duty Team
(AFCSDT)
Low NA NA NA Large NA NA
Strengthen training and
practice for AFCSDT
Arrange formal
training Low Low Explicit Procedural Large Low cost Low
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Build a knowledge
database for AFC
Establish a
knowledge database Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Ensure no
operations
impact during
outsource of
AFC
maintenance
service
Capture key knowledge
from experience staff
Arrange job
attachment to
experience staff
NA NA Both NA Small Low cost Low
Ensure maintenance
contractor have
competence to maintain
the system
Share knowledge
with collaboration
partners
Low High Tacit Both Small Low cost Low
Strengthen contractor
monitoring and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low
Ensure no
operations
impact during
new project or
new
stationline
opening
Ensure new system to
implement according to
Particular
Specification(PS)
Capture useful
information from PS Low Low Explicit Procedural
Small (conduct
by small team) Low cost Low
Capture useful
information for test
amp commissioning
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Ensure defects are
resolved before putting
the new system into
operations
Resolve all defects
before handover NA NA Both Both
Large (done by
whole Section) Low cost Low
Improving Productivity amp Sustainability Through KMS
Page 24 of 72
Steps 3 ndash Identify the KM processes based on each contingency factor
Characteristic LevelType Recommended KM Processes
Organization
Size
Small Knowledge sharing (socialization)
Knowledge application (direction)
Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Large Knowledge sharing (exchange)
Knowledge application (routines)
Knowledge discovery (combination)
Knowledge capture (externalization internalization)
Business Strategy
Low cost Knowledge application (direction routines)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Differentiation Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Environmental
Uncertainty
Low Knowledge sharing (socialization exchange)
Knowledge capture (externalization internalization)
High Knowledge discovery (combination socialization)
Knowledge application (direction routines)
Improving Productivity amp Sustainability Through KMS
Page 25 of 72
Steps 3 ndash Identify the KM processes based on each contingency factor
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain
key
knowledge
for AFC
Form a
special team
for AFC
work
Form an
AFC Special
Duty Team
(AFCSDT)
Low NA NA NA Large NA NA NA
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Low Low Explicit Procedural Large Low cost Low
Knowledge capture
(externalization
internalization)
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Knowledge sharing
(socialization
exchange)
Build a
knowledge
database for
AFC
Establish a
knowledge
database
Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Knowledge capture
(externalization
internalization)
Ensure no
operations
impact
during
outsource
of AFC
maintenanc
e service
Capture key
knowledge
from
experience
staff
Arrange job
attachment to
experience
staff
NA NA Both NA Small Low cost Low
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Ensure
maintenance
contractor
have
Share
knowledge
with
collaboration
Low High Tacit Both Small Low cost Low
Knowledge sharing
(socialization
exchange)
Improving Productivity amp Sustainability Through KMS
Page 26 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
competence
to maintain
the system
partners
Strengthen
contractor
monitoring
and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low NA
Ensure no
operations
impact
during new
project or
new
stationline
opening
Ensure new
system to
implement
according to
Particular
Specification
(PS)
Capture
useful
information
from PS
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Capture
useful
information
for test amp
commissioni
ng
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Ensure
defects are
resolved
before
putting the
new system
into
operations
Resolve all
defects
before
handover
NA NA Both Both Large (done by
whole Section) Low cost Low
Knowledge
application
(direction
routines)
Improving Productivity amp Sustainability Through KMS
Page 27 of 72
Steps 4 ndash Prioritize the needed KM processes
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
Maintain
key
knowledg
e for AFC
Form a
special
team for
AFC
work
Form an
AFC
Special
Duty Team
(AFCSDT)
No OK NA NA No NA NA NA 0 1 2 05
Strengthe
n training
and
practice
for
AFCSDT
Arrange
formal
training
No No OK Yes No Yes No
Knowledge
capture
(externalizatio
n
internalization
)
2 1 4 25
Conduct
drill
exercise
No OK OK OK Yes Yes No
Knowledge
application
(direction
routines)
2 3 2 35
Build a
knowledg
e database
for AFC
Establish a
knowledge
database
OK Yes Yes OK Yes Yes No
(1)
Knowledge
capture
(externalizatio
n
internalization
)
(2)
Knowledge
application
(routines)
4 2 3 5
Ensure no
operations
Capture
key
Arrange on-
the-job NA OK Yes OK Yes Yes No
Knowledge
sharing 3 2 1 4
Improving Productivity amp Sustainability Through KMS
Page 28 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
impact
during
outsource
of AFC
maintenan
ce service
knowledg
e from
experienc
e staff
training to
experience
staff
(socialization
exchange)
Ensure
maintenan
ce
contractor
are
compete
to
maintain
the
system
Share
knowledge
with
collaboratio
n partners
No Yes Yes OK Yes Yes No
(1)
Knowledge
sharing
(socialization
exchange) (2)
Knowledge
application
(direction
routines)
4 1 1 45
Strengthen
contractor
monitoring
and
supervision
NA NA No Yes No Yes No
Knowledge
application
(routines)
2 0 3 2
Ensure no
operations
impact
during
new
project or
new
stationlin
e opening
Ensure
new
system to
implemen
t
according
to
Particular
Specificat
ion(PS)
Capture
useful
information
from
Particular
Specificatio
n
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
)
3 0 4 3
Capture
useful
information
for test amp
commissioni
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
3 0 4 3
Improving Productivity amp Sustainability Through KMS
Page 29 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
ng )
Ensure
defects
are
resolved
before
putting
the new
system
into
operations
Resolve all
defects
before
handover
the system
NA NA OK Yes No Yes No
Knowledge
application
(direction
routines)
3 1 2 25
Yes = 1 OK = 05 No = 0
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Page 30 of 72
Steps 5 amp 7 ndash Identify the existing KM processes and assess the KM infrastructure
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
5
Build a
knowledge
database for
AFC
Establish a
knowledge
database
(1) Knowledge
capture
(externalization
internalization)
(2) Knowledge
application
(routines)
Centralize
technical
library
Intranet to
keep Work
Instruction
(WI)
procedure and
drawings
Top
management
support
Relies
mainly on
paper-based
central
library and
intranet
Intranet
calendaring
Web-based
discussion
group Staff are
willing to
share
informati
on and
knowledg
e
PC
training
room and
on-site
equipmen
t
Yes but
low
efficiency
No as
system
complexity
became
higher the
effectiveeff
iciency was
dropped due
to poor
organizing
of
information
and
knowledge
45
Ensure
maintenance
contractor
have
competence
to maintain
the system
Share
knowledge
with
collaboration
partners
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Arrange
formal
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Relied on
Email and
SharePoint
PC based
Internet and
SharePoint
Yes
Yes but
needs to
ensure new
staff(due to
turnover)
are also
competence
4
Capture key
knowledge
from
Arrange on-
the-job
training to
Knowledge
sharing
(socialization
Learning by
observation
and practice
Email and
word
processing
Mentorship
PC based
Intranet
Email and
Yes but
low
efficiency
No because
mentorship
scheme
Improving Productivity amp Sustainability Through KMS
Page 31 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
experience
staff
experience
staff
exchange) documents Microsoft
Office
applications
could only
arrange one
or two staff
for job-
attachment
35
Strengthen
training and
practice for
AFCSDT
Conduct drill
exercise
Knowledge
application
(direction
routines)
Learning by
practice
Relied on
Microsoft
Office
applications
Yes
Yes but
there is no
plan to
conduct the
drill and the
report did
not organize
in proper
manner
3
Ensure new
system to
implement
according to
Particular
Specificatio
n
Capture useful
information
from PS Knowledge
capture
(externalization
internalization)
Face-to-face
project
meetings
Project
submissions
by Email
Incentives link
to
performance
appraisal
Relied on
Email and
Sharepoint
PC based
Internet and
Sharepoint
Contracto
r are
willing to
share
informati
on with
client
PC
meeting
rooms and
site
environm
ent
Yes Yes Capture useful
information
for test amp
commissionin
g
25
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Knowledge
capture
(externalization
internalization)
Classroom
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Top
management
encouragemen
t
Part of staff
developmen
t
programme
PC based
Intranet
Email and
Microsoft
Office
applications
Staff are
willing to
learn
PC
meeting
rooms and
site
environm
ent
Yes
Yes but the
training
material did
not organize
in proper
manner
Ensure Resolve all Knowledge Face-to-face Email and Incentives link Part of pre- Maintain Yes Yes
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Page 32 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
defects are
resolved
before
putting the
new system
into
operations
defects before
handover the
system
application
(direction
routines)
project
meetings
word
processing
documents
to
performance
appraisal
commissioni
ng activities
higher
performan
ce
standard
2
Ensure
maintenance
contractor
have
competence
to maintain
the system
Strengthen
contractor
monitoring
and
supervision
Knowledge
application
(routines)
Face-to-face
performance
review
meetings
Part of post-
commissioni
ng activities
Yes Yes
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Page 33 of 72
Steps 8 ndash Develop additional needed KM systems mechanisms and technologies
Priority Major Processes Sub-processes Recommended KM Processes Develop Additional Needed KM Systems
Mechanisms Technologies
5 Build a knowledge
database for AFC
Establish a knowledge
database
(1) Knowledge capture
(externalization internalization)
(2) Knowledge application
(routines)
Convert AFC knowledge into explicit
forms
(1) Apply SharePoint to build a
document-management platform for
AFC SharePoint needs to be
customized the architecture for AFC
As such it becomes an access shared
workspaces information stores and
documents
(2) Apply MTR Creator (Web-based
discussion groups) to share
knowledge for AFC
45
Ensure maintenance
contractor have
competence to
maintain the system
Share knowledge with
collaboration partners
(1) Knowledge sharing
(socialization exchange)
(2) Knowledge application
(direction routines)
(1) Utilize of knowledge stored in
SharePoint
(2) Assess the competence level of
maintenance contractor periodically
4
Capture key
knowledge from
experience staff
Arrange on-the-job
training to experience
staff
Knowledge sharing (socialization
exchange)
(1) Capture and transfer of expertsrsquo
knowledge into procedures in
centralize electronic document system
(2) Conduct case study to strengthen
internalization process
35 Strengthen training
and practice for
AFCSDT
Conduct drill exercise Knowledge application (direction
routines)
To share drill report procedures best
practices and lessons learned for AFC
25 Arrange formal training Knowledge capture
(externalization internalization) To share training material for AFC
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94 Analysis and Recommendation
Base on the above Item 93 of KM assessment below are the analysis and recommendation
941 Analysis
- MTR is a large transportation company that pursued a low-cost business strategy to operate
its systems in a safe and reliable manner
- MTR faces low levels of uncertainty because of monopoly AFC tasks are highly dependent
because individual machines are co-related
- MTR relies mainly on explicit procedure knowledge However several projects and railway
extensions make frequent changes in the system As such MTR becomes more rely on the
tacit knowledge possessed by its employees
- MTR had pursued technologies (eg SharePoint and Web-based discussion groups) to
support knowledge management The company had set-up the platform but there was no
expertise to customize particular application Staff had just used these softwares as rituals
rather than knowledge capturing or sharing platform
942 Recommendations
- To enhance people-to-document through more on-the-job training and develop an electronic
document system that codifies stores disseminates and allows reuse of knowledge for AFC
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Page 35 of 72
- MTR had successfully applied the SharePoint in projects and railway extensions as pilot
Because of the reuse economics MTR shall further extend the application of SharePoint in
Operations Department and arrange expertise to customize the application for AFC
- Establishment and use of communities of AFC to support socialisation capture and reuse of
knowledge To enhance socialisation through more job attachments meetings and group
projects
- To enhance internalisation through more training case studies and presentations
- To motivate staff to setup amp maintain KMS for ongoing operations
bull Physiological need
ndash Review salary by staff performance
ndash Clear reward system
bull Safety need
ndash Job is secured even though share knowledge with others
ndash Training for staff without enough skill
bull Belongingness need
ndash Knowledge sharing (eg Share knowledge in SharePoint)
ndash More team activity (eg Work Improvement Team for AFC)
bull Self esteem need
ndash Social relationship with other
ndash After-office-hour activities
ndash Promotion opportunity
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10 Implementation Strategies and Plan
Below are the implementation strategies and plans
101 Use Information Technologies and Existing Resources
Based on Item 94 of KM analysis and recommendation below are the implementation details and
strategies Information technologies will be used as practical tools for activities mainly performed
and directed by humans to achieve real knowledge-based organizations Further it is inclined to use
existing resources and infrastructure due to time and budget constraints
102 Web-based Technologies
Among information technologies the web-based collaborative tools such as Wiki are very
successful and made it possible for corporate employees to continuously contribute and access
information to and from the central repository Virtual world further increased collaborative
opportunities in the process of knowledge sharing In virtual world a team can work synchronously
The new generations of virtual world tools allow the team not only meet and exchange ideas verbally
but also document them by creating processes procedures and diagrams of concepts that are
explicitly formed one part of the base of organizational knowledge
103 Codification Approach
One strategy to KM involves active management of knowledge (push strategy) In such an instance
individuals strive to explicitly encode their knowledge into a shared knowledge repository such as a
database as well as retrieving knowledge they need which other individuals have provided to the
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Page 37 of 72
repository This is also commonly known as codification approach to KM In the below section
SharePoint will be used to implement a shared knowledge repository
104 Personalization Approach
Another strategy to KM involves individuals who make requests for knowledge from experts
associated with a particular subject on an ad hoc basis (pull strategy) In such an instance experts
can provide their insights to the particular person or people who need this information This is also
commonly known as the personalization approach to KM In the below section MTR Creators will
be used to implement an E-Discussion Forum Within MTR Creators Subject Matter Advisor (SMA)
will act as an expert to provide feedback to particular questioner
105 KM Mechanisms
Knowledge can be accessed at three stages of ldquobeforerdquo ldquoduringrdquo and ldquoafter KM-related activities
Different organizations have tried various knowledge capture incentives including making content
submission mandatory and incorporating rewards into performance measurement plans as motivation
Whenever staff found that KMS is useful for them or once the habit of contributing sharing and
accessing knowledge is instilled incentivesmotivation are no longer required In the below section
rewards scheme will be incorporated into Annual Performance Appraisal to evaluate the contribution
of KM
106 Knowledge Management Software
Knowledge Management Software is a subset of enterprise content management software which
contains a range of software that specializes in the way information is collected stored andor
accessed The knowledge management is based on a range of practices used by an individual a
Improving Productivity amp Sustainability Through KMS
Page 38 of 72
business and a large corporation to identify create represent and redistribute information for a
range of purposes Software that enables an information practice or range of practices at any part of
the processes of information management can be deemed as information management software A
subset of information management software emphasizes an approach to build knowledge out of
information that is managed or contained which is often called knowledge management software
107 Selection of Knowledge Management Software
In 2008 and 2009 MTR had spent a lot of resources and make huge investments in the latest
technologies (eg SharePoint 2007) systems (MTR Creators) and infrastructures to support
knowledge management Furthermore these knowledge management software tools have the
advantages of using organizationrsquos existing information technology infrastructure with supporting by
senior management Additionally there was no funding for the implementation of this project
Hence existing resources will be made good use of building the application for AFC instead of
sourcing alternative software
1071 SWOT Analysis
In the following table a SWOT analysis is conducted SharePoint (existing resources) and PC Base
Expert System are selected for comparison The aim is to select the right technology to build the
web-base knowledge repositories
SharePoint PC Base Expert System
Strength
(1) Because of existing resources
(introduced in end 2008) it is not required
(1) Can develop as artificial
intelligence by means of Case-
Improving Productivity amp Sustainability Through KMS
Page 39 of 72
to raise funding
(2) Minimum user training
(3) Just need to do the setup customization
and administrative work
(4) Web-base document library can also
fulfill business objectives
(5) Relative easy to do the setup
customization amp administration
based or rule-Based reasoning
systems
(2) Can develop as web-base
library
(3) Fulfill business objectives
Weakness
Expertise to do setup customization amp
administration
(1) Need to raise additional cost
Relative longer development time
(2) Need expertise to develop
Opportunities
(1) Relative easy to get short win
(2) Management support in prior
More applications by means of
Case-based or rule-based
reasoning systems
Threat
Limited applications Higher cost but other technologies
may fulfill the same objectives
In the following table SWOT analysis is conducted MTR Creators (existing resources) and Yahoo
Knowledge are selected for comparison The aim is to select the right collaborative technology
(groupware etc) to build an E-discussion forum
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Page 40 of 72
MTR Creators Yahoo Knowledge
Strength
(1) Because of existing resources
(introduced in end 2009) it is not required
to raise funding
(2) Minimum user training
(3) Just need to do the setup
customization and administrative work
(4) The web-base discussion forum can
fulfill business objectives
(1) Able to fulfill business
objectives
(2) Attractive MMI
(3) With scoring system to
encourage people to participate
(4) High degree of information
(5) Open to public
(6) No need to do setup
Weakness
(1) Limited to internal expertise
(2) Need to do the setup customization amp
administration work
Insufficient knowledge for specific
systems
Opportunities Management support in prior No cost is required
Threat
Have redundancy by means of Email or
other technologies
The answer has no guarantee
After analyzed SharePoint is selected to build web-base knowledge repositories because of no cost
and short implementation time while MTR Creators is selected to build an E-discussion forum with
the same reason More important both technologies are able to fulfill business objectives
108 Implementation Approaches
Both SharePoint and MTR Creators were not widely adopted at the beginning (mid of 2009) This
was because no expertise was willing to do the customization setup and administration work for the
Improving Productivity amp Sustainability Through KMS
Page 41 of 72
particular applications within the department In light of this these resources will be made good use
of and tried to maximize the utilization of these technologies and existing infrastructure In the
below sections setup customization and administrative works for SharePoint and MTR Creators
will be conducted The purpose is to build an E-document library and E-discussion forum to in line
with KM mechanisms
Improving Productivity amp Sustainability Through KMS
Page 42 of 72
109 Implementation Plan
Below is the project timeline In Jan 2010 all the setup and customization works for AFC had been completed In Feb 2010
application for these technologies together with other KM mechanisms had been started AFC SDT and other AFC team with a total
of about 22 staff were selected to apply the KMS for AFC In Jan 2010 a questionnaire had been sent to them to collect their needs
for AFC and their views for KMS In Jun 2010 another questionnaire had been sent to them to collect their comments after applying
the KMS for five months
November January February March April May
1 Review business context
2 Problem statement
3 Define project objective amp scope
4 Literature review
5 Data collection amp assessment
6 Implementation
7 Performance evaluation amp control
8 Submit project report
Tasks2009 2010
DescriptionJuneDecember
Improving Productivity amp Sustainability Through KMS
Page 43 of 72
1010 SharePoint
Microsoft SharePoint also known as Microsoft SharePoint Products and Technologies is a content
management system with integrated search functionality developed by Microsoft that allows users to
work in a web-based collaborative environment Microsoft provides certain built-in functionality and
third party developers can also develop custom modifications to extend functionalities
SharePoint is a collection of products and software elements that includes among a growing selection
of components web browser based collaboration functions process management modules search
modules and a document-management platform SharePoint can be used to host web sites that access
shared workspaces information stores and documents as well as host defined applications such as
wikis and blogs All users can manipulate proprietary controls called web parts or interact with
pieces of content such as lists and document libraries
10101 Background of Corporate Document Management System at MTR
In year 2008 MTR selected Microsoft SharePoint 2007 as the future document management platform
This platform became part of the infrastructure of Document Management System (DMS) for all
departments and supported the on-going document management needs of MTR Corporation
In mid 2008 the DMS platform was established by IT department in MTR The application setup and
administration work was relied on individual department In end 2008 these two pilot trials were
rolled out with satisfactory result which interested other departments to migrate their legacy system
into e-library Basically the application setup and ownership were released to individual department
The DMS consists of Document Libraries owned by various departments and working groups Please
Improving Productivity amp Sustainability Through KMS
Page 44 of 72
refer below Figure 5 for Enterprise Information Portal After clicking the DMS in Figure 5 the site
hierarchy tree of Document Libraries folders were expanded as illustrated in Figure 6
Figure 5 Figure 6
Referring to Figure 6 the Site Hierarchy Tree shows the document libraries that are available
in corresponding departmentrsquos folder The Document Libraries is a place on a site where user can
create share and update files It contains custom properties that stores metadata of files in the libraries
and also provides fine-grained security for granting access to those files The Document Libraries are
owned by various departments and working groups in the Operations Division Respective owner
possesses the autonomy to control who can access and to what extent under the Document Libraries
Due to various issues (for example some departments are not familiar with Information System setup
and not willing to take up the duties and responsibilities of being an administrator etc) the application
of SharePoint was not widely adopted in Operations Division
Improving Productivity amp Sustainability Through KMS
Page 45 of 72
10102 Use SharePoint as E-Document Library for AFC
Before 2009 SharePoint had never been applied to AFC knowledge management activities In Jan
2010 the initial set up share folder creation and the knowledge sharing activities for AFC among all
my staff had been conducted I acted as an Administrator role to govern knowledge management
activities in SharePoint Basically Administrators needed to manage the access permission and folder
structure of individual document libraries Meanwhile other working teams were encouraged to share
their knowledge and useful documents in SharePoint Before starting these activities in SharePoint the
following setup was required to arrange
10103 Created the folder structure
In the below Figure 7 the folder structure of a document library at Site Hierarchy called AFC SDT
was created AFC staff could add files to the library and other people can make changes to them
Those changes would be stored in the library at server not at their own computers And other people
could easily access the files by using a Web browser provided that they have been granted the
permissions to do so
Improving Productivity amp Sustainability Through KMS
Page 46 of 72
Figure 7 Figure 8
10104 Define Content Types
In the above Figure 8 the content type was defined which is suitable for AFC application A content
type is used to define the attributes of a document Each content type can store different attributes in
the document library and also can associate with different document library For example all
deliverable documents in a project file may require a set of attributes such as project code and project
owner By creating a project content type the required information such as project code must be
assured and the project owner will be associated with all variants of user deliverable documents for
AFC
10105 File Permission Settings
Improving Productivity amp Sustainability Through KMS
Page 47 of 72
In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
Improving Productivity amp Sustainability Through KMS
Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
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Page 49 of 72
Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
Improving Productivity amp Sustainability Through KMS
Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
Improving Productivity amp Sustainability Through KMS
Page 51 of 72
Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
Improving Productivity amp Sustainability Through KMS
Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
Improving Productivity amp Sustainability Through KMS
Page 53 of 72
PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
Improving Productivity amp Sustainability Through KMS
Page 56 of 72
10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
Improving Productivity amp Sustainability Through KMS
Page 57 of 72
11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 19
Improving Productivity amp Sustainability Through KMS
Page 17 of 72
The unsatisfied need category at the lowest-level has the greatest motivating potential The
best motivation depends on the personrsquos position in the need hierarchy According to Maslow
individuals are motivated to satisfy their physiological needs before they reveal an interest in
safety needs Thus safety needs must be satisfied before social needs become motivational
and so on
872 Goal Setting Theory and Management by Objectives
According to Robbins and Coulter (2005) goal setting is a motivational technique that uses
specific challenging and acceptable goals and provides feedback to enhance performance
The two main categories are learning goals and performance goals Learning goals are
process-oriented goals that focus on learning and enhancing the understanding of a task and
the use of task strategies Performance goals are outcome-oriented goals that focus on the
achievement of specific performance outcomes
Physiological
Safety
Belongingness
Self-esteem
Self-actualization
Intrinsic Motivation
Extrinsic Motivation
Figure 3 ndash Maslowrsquos Hierarchy of Needs
Improving Productivity amp Sustainability Through KMS
Page 18 of 72
According to Robbins and Coulter (2005) Management by Objectives (MBO) is an elaborate
goal-setting and evaluation process that organizations typically use for management tasks
Objectives for the organization as a whole are developed by top management and diffused
down and translated into specific behavioural objectives for individual members to achieve
through the process of planning motivating evaluating and reward
873 Job Characteristics Model (JCM)
According to Robbins and Coulter (2005) JCM specified the job characteristics and used to
redesign work to make it more motivated Referring to Figure 4 below it describes how the
first three dimensions ndash skill variety task identity and task significance ndash combine to create
meaningful work From a motivational standpoint JCM suggests that internal rewards are
obtained when an employee learns (knowledge of results through feedback) that he or she
personally (experienced responsibility through autonomy of work) has well performed on a
task that he or she cares about (experienced meaningfulness through skill variety task
identity andor task significance) The more these three conditions characterize a job the
greater the employeersquos motivation
Improving Productivity amp Sustainability Through KMS
Page 19 of 72
Figure 4 ndash Job Characteristic Models (JCM)
9 Scope of Work
The major scope to keep knowledge for AFC is to ensure no negative impact during changes
in business environment My key assignment is to train AFCSDT as AFC expert in the
coming two years KMS will be applied to leverage their knowledge and build a reservoir
for AFC knowledge Meanwhile motivation theory will also be applied to ensure ongoing
operations until the KMS become an organizational culture in the department AFCSDT
would strengthen contractor monitoring supervision and TampC activities to ensure no adverse
impact after outsourcing new projects or stationrailway extensions
91 How do I manage their motivation forces
In December 2009 six technicianssenior technicians were redeployed to my section and
under my supervision With reference to the results of other departments the initial setup of
Improving Productivity amp Sustainability Through KMS
Page 20 of 72
KMS might not be difficult but to keep a momentum to maintain the KMS as departmental
culture would be a real challenge It is because there are several inherent personnel issues as
below
- Employees always think that their special skill and knowledge are eroding
- Employees will think that KMS is an extra task other than normal duties hence they will
be reluctant to involve in it
- Fear of job securityredundancy
- Normal working hours are already occupied by day-to-day duties therefore not much
time can be spared to handle additional KM activities
Because of the captioned reasons motivation techniques must be applied to tempt staff to use
KMS In addition it is essential to keep the momentum forces of KMS and to ensure
sufficient driving forces of motivation within the team until using KMS become departmental
culture According to Maslowrsquos Hierarchy of Needs motivation can be achieved by the
below techniques
Maslowrsquos Hierarchy of
Needs
Propose motivation techniques
Physiological
1 Review salary by staff performance in relation to KMS
2 Clear reward system
Safety
1 Job is secured even though share knowledge with other
2 Training for staff without enough skill
Belongingness 1 Knowledge sharing
Improving Productivity amp Sustainability Through KMS
Page 21 of 72
Maslowrsquos Hierarchy of
Needs
Propose motivation techniques
2 More team activity
Self esteem
1 Social relationship with other
2 After-office-hour activities
3 Promotion opportunity
92 Qualitative Measures
In order to identify existing KM processes qualitative measures will be used Questionnaire
and informal chatting with the technicians and engineers were arranged in January 2010
Please refer Appendix 2 for the questionnaire
93 KM Assessment
Firstly an assessment for contingent factors will be conducted This is to evaluate the effect
of knowledge and task characteristics environmental and organizational characteristics
before selecting appropriate KM processes Secondly methodology will be assessed This is
to identify task-oriented key processes assess the contingency factors prioritize assess the
KM infrastructure and develop additional needed KM systems mechanisms and
technologies applied to AFC The eight steps are required to go through and are summarized
as below The elaboration of each steps are detailed in the following tables
1 Identify task-oriented key processes
2 Assess the contingency factors
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3 Identify the KM processes based on each contingency factor
4 Prioritize the needed KM processes
5 Identify the existing KM processes
6 Identify the additional needed KM processes
7 Assess the KM infrastructure
8 Develop additional needed KM systems mechanisms and technologies
Improving Productivity amp Sustainability Through KMS
Page 23 of 72
Steps 1 amp 2 ndash Identify task-oriented key processes and assess the contingency factors
Business
Objectives Major Processes Sub-processes
Assess the Contingency Factors
Task Characteristics Knowledge Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environmental
Uncertainty =
High or Low
Task
Uncertainty =
High or Low
Task
Dependence =
High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain key
knowledge for
AFC
Form a special team for
AFC work
Form an AFC
Special Duty Team
(AFCSDT)
Low NA NA NA Large NA NA
Strengthen training and
practice for AFCSDT
Arrange formal
training Low Low Explicit Procedural Large Low cost Low
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Build a knowledge
database for AFC
Establish a
knowledge database Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Ensure no
operations
impact during
outsource of
AFC
maintenance
service
Capture key knowledge
from experience staff
Arrange job
attachment to
experience staff
NA NA Both NA Small Low cost Low
Ensure maintenance
contractor have
competence to maintain
the system
Share knowledge
with collaboration
partners
Low High Tacit Both Small Low cost Low
Strengthen contractor
monitoring and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low
Ensure no
operations
impact during
new project or
new
stationline
opening
Ensure new system to
implement according to
Particular
Specification(PS)
Capture useful
information from PS Low Low Explicit Procedural
Small (conduct
by small team) Low cost Low
Capture useful
information for test
amp commissioning
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Ensure defects are
resolved before putting
the new system into
operations
Resolve all defects
before handover NA NA Both Both
Large (done by
whole Section) Low cost Low
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Steps 3 ndash Identify the KM processes based on each contingency factor
Characteristic LevelType Recommended KM Processes
Organization
Size
Small Knowledge sharing (socialization)
Knowledge application (direction)
Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Large Knowledge sharing (exchange)
Knowledge application (routines)
Knowledge discovery (combination)
Knowledge capture (externalization internalization)
Business Strategy
Low cost Knowledge application (direction routines)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Differentiation Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Environmental
Uncertainty
Low Knowledge sharing (socialization exchange)
Knowledge capture (externalization internalization)
High Knowledge discovery (combination socialization)
Knowledge application (direction routines)
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Steps 3 ndash Identify the KM processes based on each contingency factor
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain
key
knowledge
for AFC
Form a
special team
for AFC
work
Form an
AFC Special
Duty Team
(AFCSDT)
Low NA NA NA Large NA NA NA
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Low Low Explicit Procedural Large Low cost Low
Knowledge capture
(externalization
internalization)
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Knowledge sharing
(socialization
exchange)
Build a
knowledge
database for
AFC
Establish a
knowledge
database
Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Knowledge capture
(externalization
internalization)
Ensure no
operations
impact
during
outsource
of AFC
maintenanc
e service
Capture key
knowledge
from
experience
staff
Arrange job
attachment to
experience
staff
NA NA Both NA Small Low cost Low
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Ensure
maintenance
contractor
have
Share
knowledge
with
collaboration
Low High Tacit Both Small Low cost Low
Knowledge sharing
(socialization
exchange)
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Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
competence
to maintain
the system
partners
Strengthen
contractor
monitoring
and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low NA
Ensure no
operations
impact
during new
project or
new
stationline
opening
Ensure new
system to
implement
according to
Particular
Specification
(PS)
Capture
useful
information
from PS
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Capture
useful
information
for test amp
commissioni
ng
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Ensure
defects are
resolved
before
putting the
new system
into
operations
Resolve all
defects
before
handover
NA NA Both Both Large (done by
whole Section) Low cost Low
Knowledge
application
(direction
routines)
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Steps 4 ndash Prioritize the needed KM processes
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
Maintain
key
knowledg
e for AFC
Form a
special
team for
AFC
work
Form an
AFC
Special
Duty Team
(AFCSDT)
No OK NA NA No NA NA NA 0 1 2 05
Strengthe
n training
and
practice
for
AFCSDT
Arrange
formal
training
No No OK Yes No Yes No
Knowledge
capture
(externalizatio
n
internalization
)
2 1 4 25
Conduct
drill
exercise
No OK OK OK Yes Yes No
Knowledge
application
(direction
routines)
2 3 2 35
Build a
knowledg
e database
for AFC
Establish a
knowledge
database
OK Yes Yes OK Yes Yes No
(1)
Knowledge
capture
(externalizatio
n
internalization
)
(2)
Knowledge
application
(routines)
4 2 3 5
Ensure no
operations
Capture
key
Arrange on-
the-job NA OK Yes OK Yes Yes No
Knowledge
sharing 3 2 1 4
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Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
impact
during
outsource
of AFC
maintenan
ce service
knowledg
e from
experienc
e staff
training to
experience
staff
(socialization
exchange)
Ensure
maintenan
ce
contractor
are
compete
to
maintain
the
system
Share
knowledge
with
collaboratio
n partners
No Yes Yes OK Yes Yes No
(1)
Knowledge
sharing
(socialization
exchange) (2)
Knowledge
application
(direction
routines)
4 1 1 45
Strengthen
contractor
monitoring
and
supervision
NA NA No Yes No Yes No
Knowledge
application
(routines)
2 0 3 2
Ensure no
operations
impact
during
new
project or
new
stationlin
e opening
Ensure
new
system to
implemen
t
according
to
Particular
Specificat
ion(PS)
Capture
useful
information
from
Particular
Specificatio
n
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
)
3 0 4 3
Capture
useful
information
for test amp
commissioni
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
3 0 4 3
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Page 29 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
ng )
Ensure
defects
are
resolved
before
putting
the new
system
into
operations
Resolve all
defects
before
handover
the system
NA NA OK Yes No Yes No
Knowledge
application
(direction
routines)
3 1 2 25
Yes = 1 OK = 05 No = 0
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Steps 5 amp 7 ndash Identify the existing KM processes and assess the KM infrastructure
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
5
Build a
knowledge
database for
AFC
Establish a
knowledge
database
(1) Knowledge
capture
(externalization
internalization)
(2) Knowledge
application
(routines)
Centralize
technical
library
Intranet to
keep Work
Instruction
(WI)
procedure and
drawings
Top
management
support
Relies
mainly on
paper-based
central
library and
intranet
Intranet
calendaring
Web-based
discussion
group Staff are
willing to
share
informati
on and
knowledg
e
PC
training
room and
on-site
equipmen
t
Yes but
low
efficiency
No as
system
complexity
became
higher the
effectiveeff
iciency was
dropped due
to poor
organizing
of
information
and
knowledge
45
Ensure
maintenance
contractor
have
competence
to maintain
the system
Share
knowledge
with
collaboration
partners
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Arrange
formal
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Relied on
Email and
SharePoint
PC based
Internet and
SharePoint
Yes
Yes but
needs to
ensure new
staff(due to
turnover)
are also
competence
4
Capture key
knowledge
from
Arrange on-
the-job
training to
Knowledge
sharing
(socialization
Learning by
observation
and practice
Email and
word
processing
Mentorship
PC based
Intranet
Email and
Yes but
low
efficiency
No because
mentorship
scheme
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Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
experience
staff
experience
staff
exchange) documents Microsoft
Office
applications
could only
arrange one
or two staff
for job-
attachment
35
Strengthen
training and
practice for
AFCSDT
Conduct drill
exercise
Knowledge
application
(direction
routines)
Learning by
practice
Relied on
Microsoft
Office
applications
Yes
Yes but
there is no
plan to
conduct the
drill and the
report did
not organize
in proper
manner
3
Ensure new
system to
implement
according to
Particular
Specificatio
n
Capture useful
information
from PS Knowledge
capture
(externalization
internalization)
Face-to-face
project
meetings
Project
submissions
by Email
Incentives link
to
performance
appraisal
Relied on
Email and
Sharepoint
PC based
Internet and
Sharepoint
Contracto
r are
willing to
share
informati
on with
client
PC
meeting
rooms and
site
environm
ent
Yes Yes Capture useful
information
for test amp
commissionin
g
25
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Knowledge
capture
(externalization
internalization)
Classroom
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Top
management
encouragemen
t
Part of staff
developmen
t
programme
PC based
Intranet
Email and
Microsoft
Office
applications
Staff are
willing to
learn
PC
meeting
rooms and
site
environm
ent
Yes
Yes but the
training
material did
not organize
in proper
manner
Ensure Resolve all Knowledge Face-to-face Email and Incentives link Part of pre- Maintain Yes Yes
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Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
defects are
resolved
before
putting the
new system
into
operations
defects before
handover the
system
application
(direction
routines)
project
meetings
word
processing
documents
to
performance
appraisal
commissioni
ng activities
higher
performan
ce
standard
2
Ensure
maintenance
contractor
have
competence
to maintain
the system
Strengthen
contractor
monitoring
and
supervision
Knowledge
application
(routines)
Face-to-face
performance
review
meetings
Part of post-
commissioni
ng activities
Yes Yes
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Steps 8 ndash Develop additional needed KM systems mechanisms and technologies
Priority Major Processes Sub-processes Recommended KM Processes Develop Additional Needed KM Systems
Mechanisms Technologies
5 Build a knowledge
database for AFC
Establish a knowledge
database
(1) Knowledge capture
(externalization internalization)
(2) Knowledge application
(routines)
Convert AFC knowledge into explicit
forms
(1) Apply SharePoint to build a
document-management platform for
AFC SharePoint needs to be
customized the architecture for AFC
As such it becomes an access shared
workspaces information stores and
documents
(2) Apply MTR Creator (Web-based
discussion groups) to share
knowledge for AFC
45
Ensure maintenance
contractor have
competence to
maintain the system
Share knowledge with
collaboration partners
(1) Knowledge sharing
(socialization exchange)
(2) Knowledge application
(direction routines)
(1) Utilize of knowledge stored in
SharePoint
(2) Assess the competence level of
maintenance contractor periodically
4
Capture key
knowledge from
experience staff
Arrange on-the-job
training to experience
staff
Knowledge sharing (socialization
exchange)
(1) Capture and transfer of expertsrsquo
knowledge into procedures in
centralize electronic document system
(2) Conduct case study to strengthen
internalization process
35 Strengthen training
and practice for
AFCSDT
Conduct drill exercise Knowledge application (direction
routines)
To share drill report procedures best
practices and lessons learned for AFC
25 Arrange formal training Knowledge capture
(externalization internalization) To share training material for AFC
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94 Analysis and Recommendation
Base on the above Item 93 of KM assessment below are the analysis and recommendation
941 Analysis
- MTR is a large transportation company that pursued a low-cost business strategy to operate
its systems in a safe and reliable manner
- MTR faces low levels of uncertainty because of monopoly AFC tasks are highly dependent
because individual machines are co-related
- MTR relies mainly on explicit procedure knowledge However several projects and railway
extensions make frequent changes in the system As such MTR becomes more rely on the
tacit knowledge possessed by its employees
- MTR had pursued technologies (eg SharePoint and Web-based discussion groups) to
support knowledge management The company had set-up the platform but there was no
expertise to customize particular application Staff had just used these softwares as rituals
rather than knowledge capturing or sharing platform
942 Recommendations
- To enhance people-to-document through more on-the-job training and develop an electronic
document system that codifies stores disseminates and allows reuse of knowledge for AFC
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Page 35 of 72
- MTR had successfully applied the SharePoint in projects and railway extensions as pilot
Because of the reuse economics MTR shall further extend the application of SharePoint in
Operations Department and arrange expertise to customize the application for AFC
- Establishment and use of communities of AFC to support socialisation capture and reuse of
knowledge To enhance socialisation through more job attachments meetings and group
projects
- To enhance internalisation through more training case studies and presentations
- To motivate staff to setup amp maintain KMS for ongoing operations
bull Physiological need
ndash Review salary by staff performance
ndash Clear reward system
bull Safety need
ndash Job is secured even though share knowledge with others
ndash Training for staff without enough skill
bull Belongingness need
ndash Knowledge sharing (eg Share knowledge in SharePoint)
ndash More team activity (eg Work Improvement Team for AFC)
bull Self esteem need
ndash Social relationship with other
ndash After-office-hour activities
ndash Promotion opportunity
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10 Implementation Strategies and Plan
Below are the implementation strategies and plans
101 Use Information Technologies and Existing Resources
Based on Item 94 of KM analysis and recommendation below are the implementation details and
strategies Information technologies will be used as practical tools for activities mainly performed
and directed by humans to achieve real knowledge-based organizations Further it is inclined to use
existing resources and infrastructure due to time and budget constraints
102 Web-based Technologies
Among information technologies the web-based collaborative tools such as Wiki are very
successful and made it possible for corporate employees to continuously contribute and access
information to and from the central repository Virtual world further increased collaborative
opportunities in the process of knowledge sharing In virtual world a team can work synchronously
The new generations of virtual world tools allow the team not only meet and exchange ideas verbally
but also document them by creating processes procedures and diagrams of concepts that are
explicitly formed one part of the base of organizational knowledge
103 Codification Approach
One strategy to KM involves active management of knowledge (push strategy) In such an instance
individuals strive to explicitly encode their knowledge into a shared knowledge repository such as a
database as well as retrieving knowledge they need which other individuals have provided to the
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Page 37 of 72
repository This is also commonly known as codification approach to KM In the below section
SharePoint will be used to implement a shared knowledge repository
104 Personalization Approach
Another strategy to KM involves individuals who make requests for knowledge from experts
associated with a particular subject on an ad hoc basis (pull strategy) In such an instance experts
can provide their insights to the particular person or people who need this information This is also
commonly known as the personalization approach to KM In the below section MTR Creators will
be used to implement an E-Discussion Forum Within MTR Creators Subject Matter Advisor (SMA)
will act as an expert to provide feedback to particular questioner
105 KM Mechanisms
Knowledge can be accessed at three stages of ldquobeforerdquo ldquoduringrdquo and ldquoafter KM-related activities
Different organizations have tried various knowledge capture incentives including making content
submission mandatory and incorporating rewards into performance measurement plans as motivation
Whenever staff found that KMS is useful for them or once the habit of contributing sharing and
accessing knowledge is instilled incentivesmotivation are no longer required In the below section
rewards scheme will be incorporated into Annual Performance Appraisal to evaluate the contribution
of KM
106 Knowledge Management Software
Knowledge Management Software is a subset of enterprise content management software which
contains a range of software that specializes in the way information is collected stored andor
accessed The knowledge management is based on a range of practices used by an individual a
Improving Productivity amp Sustainability Through KMS
Page 38 of 72
business and a large corporation to identify create represent and redistribute information for a
range of purposes Software that enables an information practice or range of practices at any part of
the processes of information management can be deemed as information management software A
subset of information management software emphasizes an approach to build knowledge out of
information that is managed or contained which is often called knowledge management software
107 Selection of Knowledge Management Software
In 2008 and 2009 MTR had spent a lot of resources and make huge investments in the latest
technologies (eg SharePoint 2007) systems (MTR Creators) and infrastructures to support
knowledge management Furthermore these knowledge management software tools have the
advantages of using organizationrsquos existing information technology infrastructure with supporting by
senior management Additionally there was no funding for the implementation of this project
Hence existing resources will be made good use of building the application for AFC instead of
sourcing alternative software
1071 SWOT Analysis
In the following table a SWOT analysis is conducted SharePoint (existing resources) and PC Base
Expert System are selected for comparison The aim is to select the right technology to build the
web-base knowledge repositories
SharePoint PC Base Expert System
Strength
(1) Because of existing resources
(introduced in end 2008) it is not required
(1) Can develop as artificial
intelligence by means of Case-
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Page 39 of 72
to raise funding
(2) Minimum user training
(3) Just need to do the setup customization
and administrative work
(4) Web-base document library can also
fulfill business objectives
(5) Relative easy to do the setup
customization amp administration
based or rule-Based reasoning
systems
(2) Can develop as web-base
library
(3) Fulfill business objectives
Weakness
Expertise to do setup customization amp
administration
(1) Need to raise additional cost
Relative longer development time
(2) Need expertise to develop
Opportunities
(1) Relative easy to get short win
(2) Management support in prior
More applications by means of
Case-based or rule-based
reasoning systems
Threat
Limited applications Higher cost but other technologies
may fulfill the same objectives
In the following table SWOT analysis is conducted MTR Creators (existing resources) and Yahoo
Knowledge are selected for comparison The aim is to select the right collaborative technology
(groupware etc) to build an E-discussion forum
Improving Productivity amp Sustainability Through KMS
Page 40 of 72
MTR Creators Yahoo Knowledge
Strength
(1) Because of existing resources
(introduced in end 2009) it is not required
to raise funding
(2) Minimum user training
(3) Just need to do the setup
customization and administrative work
(4) The web-base discussion forum can
fulfill business objectives
(1) Able to fulfill business
objectives
(2) Attractive MMI
(3) With scoring system to
encourage people to participate
(4) High degree of information
(5) Open to public
(6) No need to do setup
Weakness
(1) Limited to internal expertise
(2) Need to do the setup customization amp
administration work
Insufficient knowledge for specific
systems
Opportunities Management support in prior No cost is required
Threat
Have redundancy by means of Email or
other technologies
The answer has no guarantee
After analyzed SharePoint is selected to build web-base knowledge repositories because of no cost
and short implementation time while MTR Creators is selected to build an E-discussion forum with
the same reason More important both technologies are able to fulfill business objectives
108 Implementation Approaches
Both SharePoint and MTR Creators were not widely adopted at the beginning (mid of 2009) This
was because no expertise was willing to do the customization setup and administration work for the
Improving Productivity amp Sustainability Through KMS
Page 41 of 72
particular applications within the department In light of this these resources will be made good use
of and tried to maximize the utilization of these technologies and existing infrastructure In the
below sections setup customization and administrative works for SharePoint and MTR Creators
will be conducted The purpose is to build an E-document library and E-discussion forum to in line
with KM mechanisms
Improving Productivity amp Sustainability Through KMS
Page 42 of 72
109 Implementation Plan
Below is the project timeline In Jan 2010 all the setup and customization works for AFC had been completed In Feb 2010
application for these technologies together with other KM mechanisms had been started AFC SDT and other AFC team with a total
of about 22 staff were selected to apply the KMS for AFC In Jan 2010 a questionnaire had been sent to them to collect their needs
for AFC and their views for KMS In Jun 2010 another questionnaire had been sent to them to collect their comments after applying
the KMS for five months
November January February March April May
1 Review business context
2 Problem statement
3 Define project objective amp scope
4 Literature review
5 Data collection amp assessment
6 Implementation
7 Performance evaluation amp control
8 Submit project report
Tasks2009 2010
DescriptionJuneDecember
Improving Productivity amp Sustainability Through KMS
Page 43 of 72
1010 SharePoint
Microsoft SharePoint also known as Microsoft SharePoint Products and Technologies is a content
management system with integrated search functionality developed by Microsoft that allows users to
work in a web-based collaborative environment Microsoft provides certain built-in functionality and
third party developers can also develop custom modifications to extend functionalities
SharePoint is a collection of products and software elements that includes among a growing selection
of components web browser based collaboration functions process management modules search
modules and a document-management platform SharePoint can be used to host web sites that access
shared workspaces information stores and documents as well as host defined applications such as
wikis and blogs All users can manipulate proprietary controls called web parts or interact with
pieces of content such as lists and document libraries
10101 Background of Corporate Document Management System at MTR
In year 2008 MTR selected Microsoft SharePoint 2007 as the future document management platform
This platform became part of the infrastructure of Document Management System (DMS) for all
departments and supported the on-going document management needs of MTR Corporation
In mid 2008 the DMS platform was established by IT department in MTR The application setup and
administration work was relied on individual department In end 2008 these two pilot trials were
rolled out with satisfactory result which interested other departments to migrate their legacy system
into e-library Basically the application setup and ownership were released to individual department
The DMS consists of Document Libraries owned by various departments and working groups Please
Improving Productivity amp Sustainability Through KMS
Page 44 of 72
refer below Figure 5 for Enterprise Information Portal After clicking the DMS in Figure 5 the site
hierarchy tree of Document Libraries folders were expanded as illustrated in Figure 6
Figure 5 Figure 6
Referring to Figure 6 the Site Hierarchy Tree shows the document libraries that are available
in corresponding departmentrsquos folder The Document Libraries is a place on a site where user can
create share and update files It contains custom properties that stores metadata of files in the libraries
and also provides fine-grained security for granting access to those files The Document Libraries are
owned by various departments and working groups in the Operations Division Respective owner
possesses the autonomy to control who can access and to what extent under the Document Libraries
Due to various issues (for example some departments are not familiar with Information System setup
and not willing to take up the duties and responsibilities of being an administrator etc) the application
of SharePoint was not widely adopted in Operations Division
Improving Productivity amp Sustainability Through KMS
Page 45 of 72
10102 Use SharePoint as E-Document Library for AFC
Before 2009 SharePoint had never been applied to AFC knowledge management activities In Jan
2010 the initial set up share folder creation and the knowledge sharing activities for AFC among all
my staff had been conducted I acted as an Administrator role to govern knowledge management
activities in SharePoint Basically Administrators needed to manage the access permission and folder
structure of individual document libraries Meanwhile other working teams were encouraged to share
their knowledge and useful documents in SharePoint Before starting these activities in SharePoint the
following setup was required to arrange
10103 Created the folder structure
In the below Figure 7 the folder structure of a document library at Site Hierarchy called AFC SDT
was created AFC staff could add files to the library and other people can make changes to them
Those changes would be stored in the library at server not at their own computers And other people
could easily access the files by using a Web browser provided that they have been granted the
permissions to do so
Improving Productivity amp Sustainability Through KMS
Page 46 of 72
Figure 7 Figure 8
10104 Define Content Types
In the above Figure 8 the content type was defined which is suitable for AFC application A content
type is used to define the attributes of a document Each content type can store different attributes in
the document library and also can associate with different document library For example all
deliverable documents in a project file may require a set of attributes such as project code and project
owner By creating a project content type the required information such as project code must be
assured and the project owner will be associated with all variants of user deliverable documents for
AFC
10105 File Permission Settings
Improving Productivity amp Sustainability Through KMS
Page 47 of 72
In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
Improving Productivity amp Sustainability Through KMS
Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
Improving Productivity amp Sustainability Through KMS
Page 49 of 72
Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
Improving Productivity amp Sustainability Through KMS
Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
Improving Productivity amp Sustainability Through KMS
Page 51 of 72
Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
Improving Productivity amp Sustainability Through KMS
Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
Improving Productivity amp Sustainability Through KMS
Page 53 of 72
PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
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10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
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11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 20
Improving Productivity amp Sustainability Through KMS
Page 18 of 72
According to Robbins and Coulter (2005) Management by Objectives (MBO) is an elaborate
goal-setting and evaluation process that organizations typically use for management tasks
Objectives for the organization as a whole are developed by top management and diffused
down and translated into specific behavioural objectives for individual members to achieve
through the process of planning motivating evaluating and reward
873 Job Characteristics Model (JCM)
According to Robbins and Coulter (2005) JCM specified the job characteristics and used to
redesign work to make it more motivated Referring to Figure 4 below it describes how the
first three dimensions ndash skill variety task identity and task significance ndash combine to create
meaningful work From a motivational standpoint JCM suggests that internal rewards are
obtained when an employee learns (knowledge of results through feedback) that he or she
personally (experienced responsibility through autonomy of work) has well performed on a
task that he or she cares about (experienced meaningfulness through skill variety task
identity andor task significance) The more these three conditions characterize a job the
greater the employeersquos motivation
Improving Productivity amp Sustainability Through KMS
Page 19 of 72
Figure 4 ndash Job Characteristic Models (JCM)
9 Scope of Work
The major scope to keep knowledge for AFC is to ensure no negative impact during changes
in business environment My key assignment is to train AFCSDT as AFC expert in the
coming two years KMS will be applied to leverage their knowledge and build a reservoir
for AFC knowledge Meanwhile motivation theory will also be applied to ensure ongoing
operations until the KMS become an organizational culture in the department AFCSDT
would strengthen contractor monitoring supervision and TampC activities to ensure no adverse
impact after outsourcing new projects or stationrailway extensions
91 How do I manage their motivation forces
In December 2009 six technicianssenior technicians were redeployed to my section and
under my supervision With reference to the results of other departments the initial setup of
Improving Productivity amp Sustainability Through KMS
Page 20 of 72
KMS might not be difficult but to keep a momentum to maintain the KMS as departmental
culture would be a real challenge It is because there are several inherent personnel issues as
below
- Employees always think that their special skill and knowledge are eroding
- Employees will think that KMS is an extra task other than normal duties hence they will
be reluctant to involve in it
- Fear of job securityredundancy
- Normal working hours are already occupied by day-to-day duties therefore not much
time can be spared to handle additional KM activities
Because of the captioned reasons motivation techniques must be applied to tempt staff to use
KMS In addition it is essential to keep the momentum forces of KMS and to ensure
sufficient driving forces of motivation within the team until using KMS become departmental
culture According to Maslowrsquos Hierarchy of Needs motivation can be achieved by the
below techniques
Maslowrsquos Hierarchy of
Needs
Propose motivation techniques
Physiological
1 Review salary by staff performance in relation to KMS
2 Clear reward system
Safety
1 Job is secured even though share knowledge with other
2 Training for staff without enough skill
Belongingness 1 Knowledge sharing
Improving Productivity amp Sustainability Through KMS
Page 21 of 72
Maslowrsquos Hierarchy of
Needs
Propose motivation techniques
2 More team activity
Self esteem
1 Social relationship with other
2 After-office-hour activities
3 Promotion opportunity
92 Qualitative Measures
In order to identify existing KM processes qualitative measures will be used Questionnaire
and informal chatting with the technicians and engineers were arranged in January 2010
Please refer Appendix 2 for the questionnaire
93 KM Assessment
Firstly an assessment for contingent factors will be conducted This is to evaluate the effect
of knowledge and task characteristics environmental and organizational characteristics
before selecting appropriate KM processes Secondly methodology will be assessed This is
to identify task-oriented key processes assess the contingency factors prioritize assess the
KM infrastructure and develop additional needed KM systems mechanisms and
technologies applied to AFC The eight steps are required to go through and are summarized
as below The elaboration of each steps are detailed in the following tables
1 Identify task-oriented key processes
2 Assess the contingency factors
Improving Productivity amp Sustainability Through KMS
Page 22 of 72
3 Identify the KM processes based on each contingency factor
4 Prioritize the needed KM processes
5 Identify the existing KM processes
6 Identify the additional needed KM processes
7 Assess the KM infrastructure
8 Develop additional needed KM systems mechanisms and technologies
Improving Productivity amp Sustainability Through KMS
Page 23 of 72
Steps 1 amp 2 ndash Identify task-oriented key processes and assess the contingency factors
Business
Objectives Major Processes Sub-processes
Assess the Contingency Factors
Task Characteristics Knowledge Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environmental
Uncertainty =
High or Low
Task
Uncertainty =
High or Low
Task
Dependence =
High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain key
knowledge for
AFC
Form a special team for
AFC work
Form an AFC
Special Duty Team
(AFCSDT)
Low NA NA NA Large NA NA
Strengthen training and
practice for AFCSDT
Arrange formal
training Low Low Explicit Procedural Large Low cost Low
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Build a knowledge
database for AFC
Establish a
knowledge database Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Ensure no
operations
impact during
outsource of
AFC
maintenance
service
Capture key knowledge
from experience staff
Arrange job
attachment to
experience staff
NA NA Both NA Small Low cost Low
Ensure maintenance
contractor have
competence to maintain
the system
Share knowledge
with collaboration
partners
Low High Tacit Both Small Low cost Low
Strengthen contractor
monitoring and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low
Ensure no
operations
impact during
new project or
new
stationline
opening
Ensure new system to
implement according to
Particular
Specification(PS)
Capture useful
information from PS Low Low Explicit Procedural
Small (conduct
by small team) Low cost Low
Capture useful
information for test
amp commissioning
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Ensure defects are
resolved before putting
the new system into
operations
Resolve all defects
before handover NA NA Both Both
Large (done by
whole Section) Low cost Low
Improving Productivity amp Sustainability Through KMS
Page 24 of 72
Steps 3 ndash Identify the KM processes based on each contingency factor
Characteristic LevelType Recommended KM Processes
Organization
Size
Small Knowledge sharing (socialization)
Knowledge application (direction)
Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Large Knowledge sharing (exchange)
Knowledge application (routines)
Knowledge discovery (combination)
Knowledge capture (externalization internalization)
Business Strategy
Low cost Knowledge application (direction routines)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Differentiation Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Environmental
Uncertainty
Low Knowledge sharing (socialization exchange)
Knowledge capture (externalization internalization)
High Knowledge discovery (combination socialization)
Knowledge application (direction routines)
Improving Productivity amp Sustainability Through KMS
Page 25 of 72
Steps 3 ndash Identify the KM processes based on each contingency factor
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain
key
knowledge
for AFC
Form a
special team
for AFC
work
Form an
AFC Special
Duty Team
(AFCSDT)
Low NA NA NA Large NA NA NA
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Low Low Explicit Procedural Large Low cost Low
Knowledge capture
(externalization
internalization)
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Knowledge sharing
(socialization
exchange)
Build a
knowledge
database for
AFC
Establish a
knowledge
database
Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Knowledge capture
(externalization
internalization)
Ensure no
operations
impact
during
outsource
of AFC
maintenanc
e service
Capture key
knowledge
from
experience
staff
Arrange job
attachment to
experience
staff
NA NA Both NA Small Low cost Low
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Ensure
maintenance
contractor
have
Share
knowledge
with
collaboration
Low High Tacit Both Small Low cost Low
Knowledge sharing
(socialization
exchange)
Improving Productivity amp Sustainability Through KMS
Page 26 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
competence
to maintain
the system
partners
Strengthen
contractor
monitoring
and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low NA
Ensure no
operations
impact
during new
project or
new
stationline
opening
Ensure new
system to
implement
according to
Particular
Specification
(PS)
Capture
useful
information
from PS
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Capture
useful
information
for test amp
commissioni
ng
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Ensure
defects are
resolved
before
putting the
new system
into
operations
Resolve all
defects
before
handover
NA NA Both Both Large (done by
whole Section) Low cost Low
Knowledge
application
(direction
routines)
Improving Productivity amp Sustainability Through KMS
Page 27 of 72
Steps 4 ndash Prioritize the needed KM processes
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
Maintain
key
knowledg
e for AFC
Form a
special
team for
AFC
work
Form an
AFC
Special
Duty Team
(AFCSDT)
No OK NA NA No NA NA NA 0 1 2 05
Strengthe
n training
and
practice
for
AFCSDT
Arrange
formal
training
No No OK Yes No Yes No
Knowledge
capture
(externalizatio
n
internalization
)
2 1 4 25
Conduct
drill
exercise
No OK OK OK Yes Yes No
Knowledge
application
(direction
routines)
2 3 2 35
Build a
knowledg
e database
for AFC
Establish a
knowledge
database
OK Yes Yes OK Yes Yes No
(1)
Knowledge
capture
(externalizatio
n
internalization
)
(2)
Knowledge
application
(routines)
4 2 3 5
Ensure no
operations
Capture
key
Arrange on-
the-job NA OK Yes OK Yes Yes No
Knowledge
sharing 3 2 1 4
Improving Productivity amp Sustainability Through KMS
Page 28 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
impact
during
outsource
of AFC
maintenan
ce service
knowledg
e from
experienc
e staff
training to
experience
staff
(socialization
exchange)
Ensure
maintenan
ce
contractor
are
compete
to
maintain
the
system
Share
knowledge
with
collaboratio
n partners
No Yes Yes OK Yes Yes No
(1)
Knowledge
sharing
(socialization
exchange) (2)
Knowledge
application
(direction
routines)
4 1 1 45
Strengthen
contractor
monitoring
and
supervision
NA NA No Yes No Yes No
Knowledge
application
(routines)
2 0 3 2
Ensure no
operations
impact
during
new
project or
new
stationlin
e opening
Ensure
new
system to
implemen
t
according
to
Particular
Specificat
ion(PS)
Capture
useful
information
from
Particular
Specificatio
n
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
)
3 0 4 3
Capture
useful
information
for test amp
commissioni
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
3 0 4 3
Improving Productivity amp Sustainability Through KMS
Page 29 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
ng )
Ensure
defects
are
resolved
before
putting
the new
system
into
operations
Resolve all
defects
before
handover
the system
NA NA OK Yes No Yes No
Knowledge
application
(direction
routines)
3 1 2 25
Yes = 1 OK = 05 No = 0
Improving Productivity amp Sustainability Through KMS
Page 30 of 72
Steps 5 amp 7 ndash Identify the existing KM processes and assess the KM infrastructure
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
5
Build a
knowledge
database for
AFC
Establish a
knowledge
database
(1) Knowledge
capture
(externalization
internalization)
(2) Knowledge
application
(routines)
Centralize
technical
library
Intranet to
keep Work
Instruction
(WI)
procedure and
drawings
Top
management
support
Relies
mainly on
paper-based
central
library and
intranet
Intranet
calendaring
Web-based
discussion
group Staff are
willing to
share
informati
on and
knowledg
e
PC
training
room and
on-site
equipmen
t
Yes but
low
efficiency
No as
system
complexity
became
higher the
effectiveeff
iciency was
dropped due
to poor
organizing
of
information
and
knowledge
45
Ensure
maintenance
contractor
have
competence
to maintain
the system
Share
knowledge
with
collaboration
partners
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Arrange
formal
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Relied on
Email and
SharePoint
PC based
Internet and
SharePoint
Yes
Yes but
needs to
ensure new
staff(due to
turnover)
are also
competence
4
Capture key
knowledge
from
Arrange on-
the-job
training to
Knowledge
sharing
(socialization
Learning by
observation
and practice
Email and
word
processing
Mentorship
PC based
Intranet
Email and
Yes but
low
efficiency
No because
mentorship
scheme
Improving Productivity amp Sustainability Through KMS
Page 31 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
experience
staff
experience
staff
exchange) documents Microsoft
Office
applications
could only
arrange one
or two staff
for job-
attachment
35
Strengthen
training and
practice for
AFCSDT
Conduct drill
exercise
Knowledge
application
(direction
routines)
Learning by
practice
Relied on
Microsoft
Office
applications
Yes
Yes but
there is no
plan to
conduct the
drill and the
report did
not organize
in proper
manner
3
Ensure new
system to
implement
according to
Particular
Specificatio
n
Capture useful
information
from PS Knowledge
capture
(externalization
internalization)
Face-to-face
project
meetings
Project
submissions
by Email
Incentives link
to
performance
appraisal
Relied on
Email and
Sharepoint
PC based
Internet and
Sharepoint
Contracto
r are
willing to
share
informati
on with
client
PC
meeting
rooms and
site
environm
ent
Yes Yes Capture useful
information
for test amp
commissionin
g
25
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Knowledge
capture
(externalization
internalization)
Classroom
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Top
management
encouragemen
t
Part of staff
developmen
t
programme
PC based
Intranet
Email and
Microsoft
Office
applications
Staff are
willing to
learn
PC
meeting
rooms and
site
environm
ent
Yes
Yes but the
training
material did
not organize
in proper
manner
Ensure Resolve all Knowledge Face-to-face Email and Incentives link Part of pre- Maintain Yes Yes
Improving Productivity amp Sustainability Through KMS
Page 32 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
defects are
resolved
before
putting the
new system
into
operations
defects before
handover the
system
application
(direction
routines)
project
meetings
word
processing
documents
to
performance
appraisal
commissioni
ng activities
higher
performan
ce
standard
2
Ensure
maintenance
contractor
have
competence
to maintain
the system
Strengthen
contractor
monitoring
and
supervision
Knowledge
application
(routines)
Face-to-face
performance
review
meetings
Part of post-
commissioni
ng activities
Yes Yes
Improving Productivity amp Sustainability Through KMS
Page 33 of 72
Steps 8 ndash Develop additional needed KM systems mechanisms and technologies
Priority Major Processes Sub-processes Recommended KM Processes Develop Additional Needed KM Systems
Mechanisms Technologies
5 Build a knowledge
database for AFC
Establish a knowledge
database
(1) Knowledge capture
(externalization internalization)
(2) Knowledge application
(routines)
Convert AFC knowledge into explicit
forms
(1) Apply SharePoint to build a
document-management platform for
AFC SharePoint needs to be
customized the architecture for AFC
As such it becomes an access shared
workspaces information stores and
documents
(2) Apply MTR Creator (Web-based
discussion groups) to share
knowledge for AFC
45
Ensure maintenance
contractor have
competence to
maintain the system
Share knowledge with
collaboration partners
(1) Knowledge sharing
(socialization exchange)
(2) Knowledge application
(direction routines)
(1) Utilize of knowledge stored in
SharePoint
(2) Assess the competence level of
maintenance contractor periodically
4
Capture key
knowledge from
experience staff
Arrange on-the-job
training to experience
staff
Knowledge sharing (socialization
exchange)
(1) Capture and transfer of expertsrsquo
knowledge into procedures in
centralize electronic document system
(2) Conduct case study to strengthen
internalization process
35 Strengthen training
and practice for
AFCSDT
Conduct drill exercise Knowledge application (direction
routines)
To share drill report procedures best
practices and lessons learned for AFC
25 Arrange formal training Knowledge capture
(externalization internalization) To share training material for AFC
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94 Analysis and Recommendation
Base on the above Item 93 of KM assessment below are the analysis and recommendation
941 Analysis
- MTR is a large transportation company that pursued a low-cost business strategy to operate
its systems in a safe and reliable manner
- MTR faces low levels of uncertainty because of monopoly AFC tasks are highly dependent
because individual machines are co-related
- MTR relies mainly on explicit procedure knowledge However several projects and railway
extensions make frequent changes in the system As such MTR becomes more rely on the
tacit knowledge possessed by its employees
- MTR had pursued technologies (eg SharePoint and Web-based discussion groups) to
support knowledge management The company had set-up the platform but there was no
expertise to customize particular application Staff had just used these softwares as rituals
rather than knowledge capturing or sharing platform
942 Recommendations
- To enhance people-to-document through more on-the-job training and develop an electronic
document system that codifies stores disseminates and allows reuse of knowledge for AFC
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- MTR had successfully applied the SharePoint in projects and railway extensions as pilot
Because of the reuse economics MTR shall further extend the application of SharePoint in
Operations Department and arrange expertise to customize the application for AFC
- Establishment and use of communities of AFC to support socialisation capture and reuse of
knowledge To enhance socialisation through more job attachments meetings and group
projects
- To enhance internalisation through more training case studies and presentations
- To motivate staff to setup amp maintain KMS for ongoing operations
bull Physiological need
ndash Review salary by staff performance
ndash Clear reward system
bull Safety need
ndash Job is secured even though share knowledge with others
ndash Training for staff without enough skill
bull Belongingness need
ndash Knowledge sharing (eg Share knowledge in SharePoint)
ndash More team activity (eg Work Improvement Team for AFC)
bull Self esteem need
ndash Social relationship with other
ndash After-office-hour activities
ndash Promotion opportunity
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10 Implementation Strategies and Plan
Below are the implementation strategies and plans
101 Use Information Technologies and Existing Resources
Based on Item 94 of KM analysis and recommendation below are the implementation details and
strategies Information technologies will be used as practical tools for activities mainly performed
and directed by humans to achieve real knowledge-based organizations Further it is inclined to use
existing resources and infrastructure due to time and budget constraints
102 Web-based Technologies
Among information technologies the web-based collaborative tools such as Wiki are very
successful and made it possible for corporate employees to continuously contribute and access
information to and from the central repository Virtual world further increased collaborative
opportunities in the process of knowledge sharing In virtual world a team can work synchronously
The new generations of virtual world tools allow the team not only meet and exchange ideas verbally
but also document them by creating processes procedures and diagrams of concepts that are
explicitly formed one part of the base of organizational knowledge
103 Codification Approach
One strategy to KM involves active management of knowledge (push strategy) In such an instance
individuals strive to explicitly encode their knowledge into a shared knowledge repository such as a
database as well as retrieving knowledge they need which other individuals have provided to the
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repository This is also commonly known as codification approach to KM In the below section
SharePoint will be used to implement a shared knowledge repository
104 Personalization Approach
Another strategy to KM involves individuals who make requests for knowledge from experts
associated with a particular subject on an ad hoc basis (pull strategy) In such an instance experts
can provide their insights to the particular person or people who need this information This is also
commonly known as the personalization approach to KM In the below section MTR Creators will
be used to implement an E-Discussion Forum Within MTR Creators Subject Matter Advisor (SMA)
will act as an expert to provide feedback to particular questioner
105 KM Mechanisms
Knowledge can be accessed at three stages of ldquobeforerdquo ldquoduringrdquo and ldquoafter KM-related activities
Different organizations have tried various knowledge capture incentives including making content
submission mandatory and incorporating rewards into performance measurement plans as motivation
Whenever staff found that KMS is useful for them or once the habit of contributing sharing and
accessing knowledge is instilled incentivesmotivation are no longer required In the below section
rewards scheme will be incorporated into Annual Performance Appraisal to evaluate the contribution
of KM
106 Knowledge Management Software
Knowledge Management Software is a subset of enterprise content management software which
contains a range of software that specializes in the way information is collected stored andor
accessed The knowledge management is based on a range of practices used by an individual a
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business and a large corporation to identify create represent and redistribute information for a
range of purposes Software that enables an information practice or range of practices at any part of
the processes of information management can be deemed as information management software A
subset of information management software emphasizes an approach to build knowledge out of
information that is managed or contained which is often called knowledge management software
107 Selection of Knowledge Management Software
In 2008 and 2009 MTR had spent a lot of resources and make huge investments in the latest
technologies (eg SharePoint 2007) systems (MTR Creators) and infrastructures to support
knowledge management Furthermore these knowledge management software tools have the
advantages of using organizationrsquos existing information technology infrastructure with supporting by
senior management Additionally there was no funding for the implementation of this project
Hence existing resources will be made good use of building the application for AFC instead of
sourcing alternative software
1071 SWOT Analysis
In the following table a SWOT analysis is conducted SharePoint (existing resources) and PC Base
Expert System are selected for comparison The aim is to select the right technology to build the
web-base knowledge repositories
SharePoint PC Base Expert System
Strength
(1) Because of existing resources
(introduced in end 2008) it is not required
(1) Can develop as artificial
intelligence by means of Case-
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Page 39 of 72
to raise funding
(2) Minimum user training
(3) Just need to do the setup customization
and administrative work
(4) Web-base document library can also
fulfill business objectives
(5) Relative easy to do the setup
customization amp administration
based or rule-Based reasoning
systems
(2) Can develop as web-base
library
(3) Fulfill business objectives
Weakness
Expertise to do setup customization amp
administration
(1) Need to raise additional cost
Relative longer development time
(2) Need expertise to develop
Opportunities
(1) Relative easy to get short win
(2) Management support in prior
More applications by means of
Case-based or rule-based
reasoning systems
Threat
Limited applications Higher cost but other technologies
may fulfill the same objectives
In the following table SWOT analysis is conducted MTR Creators (existing resources) and Yahoo
Knowledge are selected for comparison The aim is to select the right collaborative technology
(groupware etc) to build an E-discussion forum
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Page 40 of 72
MTR Creators Yahoo Knowledge
Strength
(1) Because of existing resources
(introduced in end 2009) it is not required
to raise funding
(2) Minimum user training
(3) Just need to do the setup
customization and administrative work
(4) The web-base discussion forum can
fulfill business objectives
(1) Able to fulfill business
objectives
(2) Attractive MMI
(3) With scoring system to
encourage people to participate
(4) High degree of information
(5) Open to public
(6) No need to do setup
Weakness
(1) Limited to internal expertise
(2) Need to do the setup customization amp
administration work
Insufficient knowledge for specific
systems
Opportunities Management support in prior No cost is required
Threat
Have redundancy by means of Email or
other technologies
The answer has no guarantee
After analyzed SharePoint is selected to build web-base knowledge repositories because of no cost
and short implementation time while MTR Creators is selected to build an E-discussion forum with
the same reason More important both technologies are able to fulfill business objectives
108 Implementation Approaches
Both SharePoint and MTR Creators were not widely adopted at the beginning (mid of 2009) This
was because no expertise was willing to do the customization setup and administration work for the
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Page 41 of 72
particular applications within the department In light of this these resources will be made good use
of and tried to maximize the utilization of these technologies and existing infrastructure In the
below sections setup customization and administrative works for SharePoint and MTR Creators
will be conducted The purpose is to build an E-document library and E-discussion forum to in line
with KM mechanisms
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Page 42 of 72
109 Implementation Plan
Below is the project timeline In Jan 2010 all the setup and customization works for AFC had been completed In Feb 2010
application for these technologies together with other KM mechanisms had been started AFC SDT and other AFC team with a total
of about 22 staff were selected to apply the KMS for AFC In Jan 2010 a questionnaire had been sent to them to collect their needs
for AFC and their views for KMS In Jun 2010 another questionnaire had been sent to them to collect their comments after applying
the KMS for five months
November January February March April May
1 Review business context
2 Problem statement
3 Define project objective amp scope
4 Literature review
5 Data collection amp assessment
6 Implementation
7 Performance evaluation amp control
8 Submit project report
Tasks2009 2010
DescriptionJuneDecember
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1010 SharePoint
Microsoft SharePoint also known as Microsoft SharePoint Products and Technologies is a content
management system with integrated search functionality developed by Microsoft that allows users to
work in a web-based collaborative environment Microsoft provides certain built-in functionality and
third party developers can also develop custom modifications to extend functionalities
SharePoint is a collection of products and software elements that includes among a growing selection
of components web browser based collaboration functions process management modules search
modules and a document-management platform SharePoint can be used to host web sites that access
shared workspaces information stores and documents as well as host defined applications such as
wikis and blogs All users can manipulate proprietary controls called web parts or interact with
pieces of content such as lists and document libraries
10101 Background of Corporate Document Management System at MTR
In year 2008 MTR selected Microsoft SharePoint 2007 as the future document management platform
This platform became part of the infrastructure of Document Management System (DMS) for all
departments and supported the on-going document management needs of MTR Corporation
In mid 2008 the DMS platform was established by IT department in MTR The application setup and
administration work was relied on individual department In end 2008 these two pilot trials were
rolled out with satisfactory result which interested other departments to migrate their legacy system
into e-library Basically the application setup and ownership were released to individual department
The DMS consists of Document Libraries owned by various departments and working groups Please
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Page 44 of 72
refer below Figure 5 for Enterprise Information Portal After clicking the DMS in Figure 5 the site
hierarchy tree of Document Libraries folders were expanded as illustrated in Figure 6
Figure 5 Figure 6
Referring to Figure 6 the Site Hierarchy Tree shows the document libraries that are available
in corresponding departmentrsquos folder The Document Libraries is a place on a site where user can
create share and update files It contains custom properties that stores metadata of files in the libraries
and also provides fine-grained security for granting access to those files The Document Libraries are
owned by various departments and working groups in the Operations Division Respective owner
possesses the autonomy to control who can access and to what extent under the Document Libraries
Due to various issues (for example some departments are not familiar with Information System setup
and not willing to take up the duties and responsibilities of being an administrator etc) the application
of SharePoint was not widely adopted in Operations Division
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10102 Use SharePoint as E-Document Library for AFC
Before 2009 SharePoint had never been applied to AFC knowledge management activities In Jan
2010 the initial set up share folder creation and the knowledge sharing activities for AFC among all
my staff had been conducted I acted as an Administrator role to govern knowledge management
activities in SharePoint Basically Administrators needed to manage the access permission and folder
structure of individual document libraries Meanwhile other working teams were encouraged to share
their knowledge and useful documents in SharePoint Before starting these activities in SharePoint the
following setup was required to arrange
10103 Created the folder structure
In the below Figure 7 the folder structure of a document library at Site Hierarchy called AFC SDT
was created AFC staff could add files to the library and other people can make changes to them
Those changes would be stored in the library at server not at their own computers And other people
could easily access the files by using a Web browser provided that they have been granted the
permissions to do so
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Figure 7 Figure 8
10104 Define Content Types
In the above Figure 8 the content type was defined which is suitable for AFC application A content
type is used to define the attributes of a document Each content type can store different attributes in
the document library and also can associate with different document library For example all
deliverable documents in a project file may require a set of attributes such as project code and project
owner By creating a project content type the required information such as project code must be
assured and the project owner will be associated with all variants of user deliverable documents for
AFC
10105 File Permission Settings
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In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
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Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
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Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
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Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
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Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
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- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
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PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
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10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
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11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
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- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
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- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
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Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
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Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 21
Improving Productivity amp Sustainability Through KMS
Page 19 of 72
Figure 4 ndash Job Characteristic Models (JCM)
9 Scope of Work
The major scope to keep knowledge for AFC is to ensure no negative impact during changes
in business environment My key assignment is to train AFCSDT as AFC expert in the
coming two years KMS will be applied to leverage their knowledge and build a reservoir
for AFC knowledge Meanwhile motivation theory will also be applied to ensure ongoing
operations until the KMS become an organizational culture in the department AFCSDT
would strengthen contractor monitoring supervision and TampC activities to ensure no adverse
impact after outsourcing new projects or stationrailway extensions
91 How do I manage their motivation forces
In December 2009 six technicianssenior technicians were redeployed to my section and
under my supervision With reference to the results of other departments the initial setup of
Improving Productivity amp Sustainability Through KMS
Page 20 of 72
KMS might not be difficult but to keep a momentum to maintain the KMS as departmental
culture would be a real challenge It is because there are several inherent personnel issues as
below
- Employees always think that their special skill and knowledge are eroding
- Employees will think that KMS is an extra task other than normal duties hence they will
be reluctant to involve in it
- Fear of job securityredundancy
- Normal working hours are already occupied by day-to-day duties therefore not much
time can be spared to handle additional KM activities
Because of the captioned reasons motivation techniques must be applied to tempt staff to use
KMS In addition it is essential to keep the momentum forces of KMS and to ensure
sufficient driving forces of motivation within the team until using KMS become departmental
culture According to Maslowrsquos Hierarchy of Needs motivation can be achieved by the
below techniques
Maslowrsquos Hierarchy of
Needs
Propose motivation techniques
Physiological
1 Review salary by staff performance in relation to KMS
2 Clear reward system
Safety
1 Job is secured even though share knowledge with other
2 Training for staff without enough skill
Belongingness 1 Knowledge sharing
Improving Productivity amp Sustainability Through KMS
Page 21 of 72
Maslowrsquos Hierarchy of
Needs
Propose motivation techniques
2 More team activity
Self esteem
1 Social relationship with other
2 After-office-hour activities
3 Promotion opportunity
92 Qualitative Measures
In order to identify existing KM processes qualitative measures will be used Questionnaire
and informal chatting with the technicians and engineers were arranged in January 2010
Please refer Appendix 2 for the questionnaire
93 KM Assessment
Firstly an assessment for contingent factors will be conducted This is to evaluate the effect
of knowledge and task characteristics environmental and organizational characteristics
before selecting appropriate KM processes Secondly methodology will be assessed This is
to identify task-oriented key processes assess the contingency factors prioritize assess the
KM infrastructure and develop additional needed KM systems mechanisms and
technologies applied to AFC The eight steps are required to go through and are summarized
as below The elaboration of each steps are detailed in the following tables
1 Identify task-oriented key processes
2 Assess the contingency factors
Improving Productivity amp Sustainability Through KMS
Page 22 of 72
3 Identify the KM processes based on each contingency factor
4 Prioritize the needed KM processes
5 Identify the existing KM processes
6 Identify the additional needed KM processes
7 Assess the KM infrastructure
8 Develop additional needed KM systems mechanisms and technologies
Improving Productivity amp Sustainability Through KMS
Page 23 of 72
Steps 1 amp 2 ndash Identify task-oriented key processes and assess the contingency factors
Business
Objectives Major Processes Sub-processes
Assess the Contingency Factors
Task Characteristics Knowledge Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environmental
Uncertainty =
High or Low
Task
Uncertainty =
High or Low
Task
Dependence =
High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain key
knowledge for
AFC
Form a special team for
AFC work
Form an AFC
Special Duty Team
(AFCSDT)
Low NA NA NA Large NA NA
Strengthen training and
practice for AFCSDT
Arrange formal
training Low Low Explicit Procedural Large Low cost Low
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Build a knowledge
database for AFC
Establish a
knowledge database Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Ensure no
operations
impact during
outsource of
AFC
maintenance
service
Capture key knowledge
from experience staff
Arrange job
attachment to
experience staff
NA NA Both NA Small Low cost Low
Ensure maintenance
contractor have
competence to maintain
the system
Share knowledge
with collaboration
partners
Low High Tacit Both Small Low cost Low
Strengthen contractor
monitoring and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low
Ensure no
operations
impact during
new project or
new
stationline
opening
Ensure new system to
implement according to
Particular
Specification(PS)
Capture useful
information from PS Low Low Explicit Procedural
Small (conduct
by small team) Low cost Low
Capture useful
information for test
amp commissioning
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Ensure defects are
resolved before putting
the new system into
operations
Resolve all defects
before handover NA NA Both Both
Large (done by
whole Section) Low cost Low
Improving Productivity amp Sustainability Through KMS
Page 24 of 72
Steps 3 ndash Identify the KM processes based on each contingency factor
Characteristic LevelType Recommended KM Processes
Organization
Size
Small Knowledge sharing (socialization)
Knowledge application (direction)
Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Large Knowledge sharing (exchange)
Knowledge application (routines)
Knowledge discovery (combination)
Knowledge capture (externalization internalization)
Business Strategy
Low cost Knowledge application (direction routines)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Differentiation Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Environmental
Uncertainty
Low Knowledge sharing (socialization exchange)
Knowledge capture (externalization internalization)
High Knowledge discovery (combination socialization)
Knowledge application (direction routines)
Improving Productivity amp Sustainability Through KMS
Page 25 of 72
Steps 3 ndash Identify the KM processes based on each contingency factor
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain
key
knowledge
for AFC
Form a
special team
for AFC
work
Form an
AFC Special
Duty Team
(AFCSDT)
Low NA NA NA Large NA NA NA
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Low Low Explicit Procedural Large Low cost Low
Knowledge capture
(externalization
internalization)
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Knowledge sharing
(socialization
exchange)
Build a
knowledge
database for
AFC
Establish a
knowledge
database
Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Knowledge capture
(externalization
internalization)
Ensure no
operations
impact
during
outsource
of AFC
maintenanc
e service
Capture key
knowledge
from
experience
staff
Arrange job
attachment to
experience
staff
NA NA Both NA Small Low cost Low
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Ensure
maintenance
contractor
have
Share
knowledge
with
collaboration
Low High Tacit Both Small Low cost Low
Knowledge sharing
(socialization
exchange)
Improving Productivity amp Sustainability Through KMS
Page 26 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
competence
to maintain
the system
partners
Strengthen
contractor
monitoring
and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low NA
Ensure no
operations
impact
during new
project or
new
stationline
opening
Ensure new
system to
implement
according to
Particular
Specification
(PS)
Capture
useful
information
from PS
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Capture
useful
information
for test amp
commissioni
ng
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Ensure
defects are
resolved
before
putting the
new system
into
operations
Resolve all
defects
before
handover
NA NA Both Both Large (done by
whole Section) Low cost Low
Knowledge
application
(direction
routines)
Improving Productivity amp Sustainability Through KMS
Page 27 of 72
Steps 4 ndash Prioritize the needed KM processes
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
Maintain
key
knowledg
e for AFC
Form a
special
team for
AFC
work
Form an
AFC
Special
Duty Team
(AFCSDT)
No OK NA NA No NA NA NA 0 1 2 05
Strengthe
n training
and
practice
for
AFCSDT
Arrange
formal
training
No No OK Yes No Yes No
Knowledge
capture
(externalizatio
n
internalization
)
2 1 4 25
Conduct
drill
exercise
No OK OK OK Yes Yes No
Knowledge
application
(direction
routines)
2 3 2 35
Build a
knowledg
e database
for AFC
Establish a
knowledge
database
OK Yes Yes OK Yes Yes No
(1)
Knowledge
capture
(externalizatio
n
internalization
)
(2)
Knowledge
application
(routines)
4 2 3 5
Ensure no
operations
Capture
key
Arrange on-
the-job NA OK Yes OK Yes Yes No
Knowledge
sharing 3 2 1 4
Improving Productivity amp Sustainability Through KMS
Page 28 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
impact
during
outsource
of AFC
maintenan
ce service
knowledg
e from
experienc
e staff
training to
experience
staff
(socialization
exchange)
Ensure
maintenan
ce
contractor
are
compete
to
maintain
the
system
Share
knowledge
with
collaboratio
n partners
No Yes Yes OK Yes Yes No
(1)
Knowledge
sharing
(socialization
exchange) (2)
Knowledge
application
(direction
routines)
4 1 1 45
Strengthen
contractor
monitoring
and
supervision
NA NA No Yes No Yes No
Knowledge
application
(routines)
2 0 3 2
Ensure no
operations
impact
during
new
project or
new
stationlin
e opening
Ensure
new
system to
implemen
t
according
to
Particular
Specificat
ion(PS)
Capture
useful
information
from
Particular
Specificatio
n
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
)
3 0 4 3
Capture
useful
information
for test amp
commissioni
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
3 0 4 3
Improving Productivity amp Sustainability Through KMS
Page 29 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
ng )
Ensure
defects
are
resolved
before
putting
the new
system
into
operations
Resolve all
defects
before
handover
the system
NA NA OK Yes No Yes No
Knowledge
application
(direction
routines)
3 1 2 25
Yes = 1 OK = 05 No = 0
Improving Productivity amp Sustainability Through KMS
Page 30 of 72
Steps 5 amp 7 ndash Identify the existing KM processes and assess the KM infrastructure
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
5
Build a
knowledge
database for
AFC
Establish a
knowledge
database
(1) Knowledge
capture
(externalization
internalization)
(2) Knowledge
application
(routines)
Centralize
technical
library
Intranet to
keep Work
Instruction
(WI)
procedure and
drawings
Top
management
support
Relies
mainly on
paper-based
central
library and
intranet
Intranet
calendaring
Web-based
discussion
group Staff are
willing to
share
informati
on and
knowledg
e
PC
training
room and
on-site
equipmen
t
Yes but
low
efficiency
No as
system
complexity
became
higher the
effectiveeff
iciency was
dropped due
to poor
organizing
of
information
and
knowledge
45
Ensure
maintenance
contractor
have
competence
to maintain
the system
Share
knowledge
with
collaboration
partners
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Arrange
formal
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Relied on
Email and
SharePoint
PC based
Internet and
SharePoint
Yes
Yes but
needs to
ensure new
staff(due to
turnover)
are also
competence
4
Capture key
knowledge
from
Arrange on-
the-job
training to
Knowledge
sharing
(socialization
Learning by
observation
and practice
Email and
word
processing
Mentorship
PC based
Intranet
Email and
Yes but
low
efficiency
No because
mentorship
scheme
Improving Productivity amp Sustainability Through KMS
Page 31 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
experience
staff
experience
staff
exchange) documents Microsoft
Office
applications
could only
arrange one
or two staff
for job-
attachment
35
Strengthen
training and
practice for
AFCSDT
Conduct drill
exercise
Knowledge
application
(direction
routines)
Learning by
practice
Relied on
Microsoft
Office
applications
Yes
Yes but
there is no
plan to
conduct the
drill and the
report did
not organize
in proper
manner
3
Ensure new
system to
implement
according to
Particular
Specificatio
n
Capture useful
information
from PS Knowledge
capture
(externalization
internalization)
Face-to-face
project
meetings
Project
submissions
by Email
Incentives link
to
performance
appraisal
Relied on
Email and
Sharepoint
PC based
Internet and
Sharepoint
Contracto
r are
willing to
share
informati
on with
client
PC
meeting
rooms and
site
environm
ent
Yes Yes Capture useful
information
for test amp
commissionin
g
25
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Knowledge
capture
(externalization
internalization)
Classroom
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Top
management
encouragemen
t
Part of staff
developmen
t
programme
PC based
Intranet
Email and
Microsoft
Office
applications
Staff are
willing to
learn
PC
meeting
rooms and
site
environm
ent
Yes
Yes but the
training
material did
not organize
in proper
manner
Ensure Resolve all Knowledge Face-to-face Email and Incentives link Part of pre- Maintain Yes Yes
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Page 32 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
defects are
resolved
before
putting the
new system
into
operations
defects before
handover the
system
application
(direction
routines)
project
meetings
word
processing
documents
to
performance
appraisal
commissioni
ng activities
higher
performan
ce
standard
2
Ensure
maintenance
contractor
have
competence
to maintain
the system
Strengthen
contractor
monitoring
and
supervision
Knowledge
application
(routines)
Face-to-face
performance
review
meetings
Part of post-
commissioni
ng activities
Yes Yes
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Page 33 of 72
Steps 8 ndash Develop additional needed KM systems mechanisms and technologies
Priority Major Processes Sub-processes Recommended KM Processes Develop Additional Needed KM Systems
Mechanisms Technologies
5 Build a knowledge
database for AFC
Establish a knowledge
database
(1) Knowledge capture
(externalization internalization)
(2) Knowledge application
(routines)
Convert AFC knowledge into explicit
forms
(1) Apply SharePoint to build a
document-management platform for
AFC SharePoint needs to be
customized the architecture for AFC
As such it becomes an access shared
workspaces information stores and
documents
(2) Apply MTR Creator (Web-based
discussion groups) to share
knowledge for AFC
45
Ensure maintenance
contractor have
competence to
maintain the system
Share knowledge with
collaboration partners
(1) Knowledge sharing
(socialization exchange)
(2) Knowledge application
(direction routines)
(1) Utilize of knowledge stored in
SharePoint
(2) Assess the competence level of
maintenance contractor periodically
4
Capture key
knowledge from
experience staff
Arrange on-the-job
training to experience
staff
Knowledge sharing (socialization
exchange)
(1) Capture and transfer of expertsrsquo
knowledge into procedures in
centralize electronic document system
(2) Conduct case study to strengthen
internalization process
35 Strengthen training
and practice for
AFCSDT
Conduct drill exercise Knowledge application (direction
routines)
To share drill report procedures best
practices and lessons learned for AFC
25 Arrange formal training Knowledge capture
(externalization internalization) To share training material for AFC
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94 Analysis and Recommendation
Base on the above Item 93 of KM assessment below are the analysis and recommendation
941 Analysis
- MTR is a large transportation company that pursued a low-cost business strategy to operate
its systems in a safe and reliable manner
- MTR faces low levels of uncertainty because of monopoly AFC tasks are highly dependent
because individual machines are co-related
- MTR relies mainly on explicit procedure knowledge However several projects and railway
extensions make frequent changes in the system As such MTR becomes more rely on the
tacit knowledge possessed by its employees
- MTR had pursued technologies (eg SharePoint and Web-based discussion groups) to
support knowledge management The company had set-up the platform but there was no
expertise to customize particular application Staff had just used these softwares as rituals
rather than knowledge capturing or sharing platform
942 Recommendations
- To enhance people-to-document through more on-the-job training and develop an electronic
document system that codifies stores disseminates and allows reuse of knowledge for AFC
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Page 35 of 72
- MTR had successfully applied the SharePoint in projects and railway extensions as pilot
Because of the reuse economics MTR shall further extend the application of SharePoint in
Operations Department and arrange expertise to customize the application for AFC
- Establishment and use of communities of AFC to support socialisation capture and reuse of
knowledge To enhance socialisation through more job attachments meetings and group
projects
- To enhance internalisation through more training case studies and presentations
- To motivate staff to setup amp maintain KMS for ongoing operations
bull Physiological need
ndash Review salary by staff performance
ndash Clear reward system
bull Safety need
ndash Job is secured even though share knowledge with others
ndash Training for staff without enough skill
bull Belongingness need
ndash Knowledge sharing (eg Share knowledge in SharePoint)
ndash More team activity (eg Work Improvement Team for AFC)
bull Self esteem need
ndash Social relationship with other
ndash After-office-hour activities
ndash Promotion opportunity
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Page 36 of 72
10 Implementation Strategies and Plan
Below are the implementation strategies and plans
101 Use Information Technologies and Existing Resources
Based on Item 94 of KM analysis and recommendation below are the implementation details and
strategies Information technologies will be used as practical tools for activities mainly performed
and directed by humans to achieve real knowledge-based organizations Further it is inclined to use
existing resources and infrastructure due to time and budget constraints
102 Web-based Technologies
Among information technologies the web-based collaborative tools such as Wiki are very
successful and made it possible for corporate employees to continuously contribute and access
information to and from the central repository Virtual world further increased collaborative
opportunities in the process of knowledge sharing In virtual world a team can work synchronously
The new generations of virtual world tools allow the team not only meet and exchange ideas verbally
but also document them by creating processes procedures and diagrams of concepts that are
explicitly formed one part of the base of organizational knowledge
103 Codification Approach
One strategy to KM involves active management of knowledge (push strategy) In such an instance
individuals strive to explicitly encode their knowledge into a shared knowledge repository such as a
database as well as retrieving knowledge they need which other individuals have provided to the
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Page 37 of 72
repository This is also commonly known as codification approach to KM In the below section
SharePoint will be used to implement a shared knowledge repository
104 Personalization Approach
Another strategy to KM involves individuals who make requests for knowledge from experts
associated with a particular subject on an ad hoc basis (pull strategy) In such an instance experts
can provide their insights to the particular person or people who need this information This is also
commonly known as the personalization approach to KM In the below section MTR Creators will
be used to implement an E-Discussion Forum Within MTR Creators Subject Matter Advisor (SMA)
will act as an expert to provide feedback to particular questioner
105 KM Mechanisms
Knowledge can be accessed at three stages of ldquobeforerdquo ldquoduringrdquo and ldquoafter KM-related activities
Different organizations have tried various knowledge capture incentives including making content
submission mandatory and incorporating rewards into performance measurement plans as motivation
Whenever staff found that KMS is useful for them or once the habit of contributing sharing and
accessing knowledge is instilled incentivesmotivation are no longer required In the below section
rewards scheme will be incorporated into Annual Performance Appraisal to evaluate the contribution
of KM
106 Knowledge Management Software
Knowledge Management Software is a subset of enterprise content management software which
contains a range of software that specializes in the way information is collected stored andor
accessed The knowledge management is based on a range of practices used by an individual a
Improving Productivity amp Sustainability Through KMS
Page 38 of 72
business and a large corporation to identify create represent and redistribute information for a
range of purposes Software that enables an information practice or range of practices at any part of
the processes of information management can be deemed as information management software A
subset of information management software emphasizes an approach to build knowledge out of
information that is managed or contained which is often called knowledge management software
107 Selection of Knowledge Management Software
In 2008 and 2009 MTR had spent a lot of resources and make huge investments in the latest
technologies (eg SharePoint 2007) systems (MTR Creators) and infrastructures to support
knowledge management Furthermore these knowledge management software tools have the
advantages of using organizationrsquos existing information technology infrastructure with supporting by
senior management Additionally there was no funding for the implementation of this project
Hence existing resources will be made good use of building the application for AFC instead of
sourcing alternative software
1071 SWOT Analysis
In the following table a SWOT analysis is conducted SharePoint (existing resources) and PC Base
Expert System are selected for comparison The aim is to select the right technology to build the
web-base knowledge repositories
SharePoint PC Base Expert System
Strength
(1) Because of existing resources
(introduced in end 2008) it is not required
(1) Can develop as artificial
intelligence by means of Case-
Improving Productivity amp Sustainability Through KMS
Page 39 of 72
to raise funding
(2) Minimum user training
(3) Just need to do the setup customization
and administrative work
(4) Web-base document library can also
fulfill business objectives
(5) Relative easy to do the setup
customization amp administration
based or rule-Based reasoning
systems
(2) Can develop as web-base
library
(3) Fulfill business objectives
Weakness
Expertise to do setup customization amp
administration
(1) Need to raise additional cost
Relative longer development time
(2) Need expertise to develop
Opportunities
(1) Relative easy to get short win
(2) Management support in prior
More applications by means of
Case-based or rule-based
reasoning systems
Threat
Limited applications Higher cost but other technologies
may fulfill the same objectives
In the following table SWOT analysis is conducted MTR Creators (existing resources) and Yahoo
Knowledge are selected for comparison The aim is to select the right collaborative technology
(groupware etc) to build an E-discussion forum
Improving Productivity amp Sustainability Through KMS
Page 40 of 72
MTR Creators Yahoo Knowledge
Strength
(1) Because of existing resources
(introduced in end 2009) it is not required
to raise funding
(2) Minimum user training
(3) Just need to do the setup
customization and administrative work
(4) The web-base discussion forum can
fulfill business objectives
(1) Able to fulfill business
objectives
(2) Attractive MMI
(3) With scoring system to
encourage people to participate
(4) High degree of information
(5) Open to public
(6) No need to do setup
Weakness
(1) Limited to internal expertise
(2) Need to do the setup customization amp
administration work
Insufficient knowledge for specific
systems
Opportunities Management support in prior No cost is required
Threat
Have redundancy by means of Email or
other technologies
The answer has no guarantee
After analyzed SharePoint is selected to build web-base knowledge repositories because of no cost
and short implementation time while MTR Creators is selected to build an E-discussion forum with
the same reason More important both technologies are able to fulfill business objectives
108 Implementation Approaches
Both SharePoint and MTR Creators were not widely adopted at the beginning (mid of 2009) This
was because no expertise was willing to do the customization setup and administration work for the
Improving Productivity amp Sustainability Through KMS
Page 41 of 72
particular applications within the department In light of this these resources will be made good use
of and tried to maximize the utilization of these technologies and existing infrastructure In the
below sections setup customization and administrative works for SharePoint and MTR Creators
will be conducted The purpose is to build an E-document library and E-discussion forum to in line
with KM mechanisms
Improving Productivity amp Sustainability Through KMS
Page 42 of 72
109 Implementation Plan
Below is the project timeline In Jan 2010 all the setup and customization works for AFC had been completed In Feb 2010
application for these technologies together with other KM mechanisms had been started AFC SDT and other AFC team with a total
of about 22 staff were selected to apply the KMS for AFC In Jan 2010 a questionnaire had been sent to them to collect their needs
for AFC and their views for KMS In Jun 2010 another questionnaire had been sent to them to collect their comments after applying
the KMS for five months
November January February March April May
1 Review business context
2 Problem statement
3 Define project objective amp scope
4 Literature review
5 Data collection amp assessment
6 Implementation
7 Performance evaluation amp control
8 Submit project report
Tasks2009 2010
DescriptionJuneDecember
Improving Productivity amp Sustainability Through KMS
Page 43 of 72
1010 SharePoint
Microsoft SharePoint also known as Microsoft SharePoint Products and Technologies is a content
management system with integrated search functionality developed by Microsoft that allows users to
work in a web-based collaborative environment Microsoft provides certain built-in functionality and
third party developers can also develop custom modifications to extend functionalities
SharePoint is a collection of products and software elements that includes among a growing selection
of components web browser based collaboration functions process management modules search
modules and a document-management platform SharePoint can be used to host web sites that access
shared workspaces information stores and documents as well as host defined applications such as
wikis and blogs All users can manipulate proprietary controls called web parts or interact with
pieces of content such as lists and document libraries
10101 Background of Corporate Document Management System at MTR
In year 2008 MTR selected Microsoft SharePoint 2007 as the future document management platform
This platform became part of the infrastructure of Document Management System (DMS) for all
departments and supported the on-going document management needs of MTR Corporation
In mid 2008 the DMS platform was established by IT department in MTR The application setup and
administration work was relied on individual department In end 2008 these two pilot trials were
rolled out with satisfactory result which interested other departments to migrate their legacy system
into e-library Basically the application setup and ownership were released to individual department
The DMS consists of Document Libraries owned by various departments and working groups Please
Improving Productivity amp Sustainability Through KMS
Page 44 of 72
refer below Figure 5 for Enterprise Information Portal After clicking the DMS in Figure 5 the site
hierarchy tree of Document Libraries folders were expanded as illustrated in Figure 6
Figure 5 Figure 6
Referring to Figure 6 the Site Hierarchy Tree shows the document libraries that are available
in corresponding departmentrsquos folder The Document Libraries is a place on a site where user can
create share and update files It contains custom properties that stores metadata of files in the libraries
and also provides fine-grained security for granting access to those files The Document Libraries are
owned by various departments and working groups in the Operations Division Respective owner
possesses the autonomy to control who can access and to what extent under the Document Libraries
Due to various issues (for example some departments are not familiar with Information System setup
and not willing to take up the duties and responsibilities of being an administrator etc) the application
of SharePoint was not widely adopted in Operations Division
Improving Productivity amp Sustainability Through KMS
Page 45 of 72
10102 Use SharePoint as E-Document Library for AFC
Before 2009 SharePoint had never been applied to AFC knowledge management activities In Jan
2010 the initial set up share folder creation and the knowledge sharing activities for AFC among all
my staff had been conducted I acted as an Administrator role to govern knowledge management
activities in SharePoint Basically Administrators needed to manage the access permission and folder
structure of individual document libraries Meanwhile other working teams were encouraged to share
their knowledge and useful documents in SharePoint Before starting these activities in SharePoint the
following setup was required to arrange
10103 Created the folder structure
In the below Figure 7 the folder structure of a document library at Site Hierarchy called AFC SDT
was created AFC staff could add files to the library and other people can make changes to them
Those changes would be stored in the library at server not at their own computers And other people
could easily access the files by using a Web browser provided that they have been granted the
permissions to do so
Improving Productivity amp Sustainability Through KMS
Page 46 of 72
Figure 7 Figure 8
10104 Define Content Types
In the above Figure 8 the content type was defined which is suitable for AFC application A content
type is used to define the attributes of a document Each content type can store different attributes in
the document library and also can associate with different document library For example all
deliverable documents in a project file may require a set of attributes such as project code and project
owner By creating a project content type the required information such as project code must be
assured and the project owner will be associated with all variants of user deliverable documents for
AFC
10105 File Permission Settings
Improving Productivity amp Sustainability Through KMS
Page 47 of 72
In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
Improving Productivity amp Sustainability Through KMS
Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
Improving Productivity amp Sustainability Through KMS
Page 49 of 72
Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
Improving Productivity amp Sustainability Through KMS
Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
Improving Productivity amp Sustainability Through KMS
Page 51 of 72
Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
Improving Productivity amp Sustainability Through KMS
Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
Improving Productivity amp Sustainability Through KMS
Page 53 of 72
PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
Improving Productivity amp Sustainability Through KMS
Page 56 of 72
10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
Improving Productivity amp Sustainability Through KMS
Page 57 of 72
11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 22
Improving Productivity amp Sustainability Through KMS
Page 20 of 72
KMS might not be difficult but to keep a momentum to maintain the KMS as departmental
culture would be a real challenge It is because there are several inherent personnel issues as
below
- Employees always think that their special skill and knowledge are eroding
- Employees will think that KMS is an extra task other than normal duties hence they will
be reluctant to involve in it
- Fear of job securityredundancy
- Normal working hours are already occupied by day-to-day duties therefore not much
time can be spared to handle additional KM activities
Because of the captioned reasons motivation techniques must be applied to tempt staff to use
KMS In addition it is essential to keep the momentum forces of KMS and to ensure
sufficient driving forces of motivation within the team until using KMS become departmental
culture According to Maslowrsquos Hierarchy of Needs motivation can be achieved by the
below techniques
Maslowrsquos Hierarchy of
Needs
Propose motivation techniques
Physiological
1 Review salary by staff performance in relation to KMS
2 Clear reward system
Safety
1 Job is secured even though share knowledge with other
2 Training for staff without enough skill
Belongingness 1 Knowledge sharing
Improving Productivity amp Sustainability Through KMS
Page 21 of 72
Maslowrsquos Hierarchy of
Needs
Propose motivation techniques
2 More team activity
Self esteem
1 Social relationship with other
2 After-office-hour activities
3 Promotion opportunity
92 Qualitative Measures
In order to identify existing KM processes qualitative measures will be used Questionnaire
and informal chatting with the technicians and engineers were arranged in January 2010
Please refer Appendix 2 for the questionnaire
93 KM Assessment
Firstly an assessment for contingent factors will be conducted This is to evaluate the effect
of knowledge and task characteristics environmental and organizational characteristics
before selecting appropriate KM processes Secondly methodology will be assessed This is
to identify task-oriented key processes assess the contingency factors prioritize assess the
KM infrastructure and develop additional needed KM systems mechanisms and
technologies applied to AFC The eight steps are required to go through and are summarized
as below The elaboration of each steps are detailed in the following tables
1 Identify task-oriented key processes
2 Assess the contingency factors
Improving Productivity amp Sustainability Through KMS
Page 22 of 72
3 Identify the KM processes based on each contingency factor
4 Prioritize the needed KM processes
5 Identify the existing KM processes
6 Identify the additional needed KM processes
7 Assess the KM infrastructure
8 Develop additional needed KM systems mechanisms and technologies
Improving Productivity amp Sustainability Through KMS
Page 23 of 72
Steps 1 amp 2 ndash Identify task-oriented key processes and assess the contingency factors
Business
Objectives Major Processes Sub-processes
Assess the Contingency Factors
Task Characteristics Knowledge Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environmental
Uncertainty =
High or Low
Task
Uncertainty =
High or Low
Task
Dependence =
High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain key
knowledge for
AFC
Form a special team for
AFC work
Form an AFC
Special Duty Team
(AFCSDT)
Low NA NA NA Large NA NA
Strengthen training and
practice for AFCSDT
Arrange formal
training Low Low Explicit Procedural Large Low cost Low
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Build a knowledge
database for AFC
Establish a
knowledge database Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Ensure no
operations
impact during
outsource of
AFC
maintenance
service
Capture key knowledge
from experience staff
Arrange job
attachment to
experience staff
NA NA Both NA Small Low cost Low
Ensure maintenance
contractor have
competence to maintain
the system
Share knowledge
with collaboration
partners
Low High Tacit Both Small Low cost Low
Strengthen contractor
monitoring and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low
Ensure no
operations
impact during
new project or
new
stationline
opening
Ensure new system to
implement according to
Particular
Specification(PS)
Capture useful
information from PS Low Low Explicit Procedural
Small (conduct
by small team) Low cost Low
Capture useful
information for test
amp commissioning
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Ensure defects are
resolved before putting
the new system into
operations
Resolve all defects
before handover NA NA Both Both
Large (done by
whole Section) Low cost Low
Improving Productivity amp Sustainability Through KMS
Page 24 of 72
Steps 3 ndash Identify the KM processes based on each contingency factor
Characteristic LevelType Recommended KM Processes
Organization
Size
Small Knowledge sharing (socialization)
Knowledge application (direction)
Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Large Knowledge sharing (exchange)
Knowledge application (routines)
Knowledge discovery (combination)
Knowledge capture (externalization internalization)
Business Strategy
Low cost Knowledge application (direction routines)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Differentiation Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Environmental
Uncertainty
Low Knowledge sharing (socialization exchange)
Knowledge capture (externalization internalization)
High Knowledge discovery (combination socialization)
Knowledge application (direction routines)
Improving Productivity amp Sustainability Through KMS
Page 25 of 72
Steps 3 ndash Identify the KM processes based on each contingency factor
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain
key
knowledge
for AFC
Form a
special team
for AFC
work
Form an
AFC Special
Duty Team
(AFCSDT)
Low NA NA NA Large NA NA NA
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Low Low Explicit Procedural Large Low cost Low
Knowledge capture
(externalization
internalization)
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Knowledge sharing
(socialization
exchange)
Build a
knowledge
database for
AFC
Establish a
knowledge
database
Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Knowledge capture
(externalization
internalization)
Ensure no
operations
impact
during
outsource
of AFC
maintenanc
e service
Capture key
knowledge
from
experience
staff
Arrange job
attachment to
experience
staff
NA NA Both NA Small Low cost Low
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Ensure
maintenance
contractor
have
Share
knowledge
with
collaboration
Low High Tacit Both Small Low cost Low
Knowledge sharing
(socialization
exchange)
Improving Productivity amp Sustainability Through KMS
Page 26 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
competence
to maintain
the system
partners
Strengthen
contractor
monitoring
and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low NA
Ensure no
operations
impact
during new
project or
new
stationline
opening
Ensure new
system to
implement
according to
Particular
Specification
(PS)
Capture
useful
information
from PS
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Capture
useful
information
for test amp
commissioni
ng
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Ensure
defects are
resolved
before
putting the
new system
into
operations
Resolve all
defects
before
handover
NA NA Both Both Large (done by
whole Section) Low cost Low
Knowledge
application
(direction
routines)
Improving Productivity amp Sustainability Through KMS
Page 27 of 72
Steps 4 ndash Prioritize the needed KM processes
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
Maintain
key
knowledg
e for AFC
Form a
special
team for
AFC
work
Form an
AFC
Special
Duty Team
(AFCSDT)
No OK NA NA No NA NA NA 0 1 2 05
Strengthe
n training
and
practice
for
AFCSDT
Arrange
formal
training
No No OK Yes No Yes No
Knowledge
capture
(externalizatio
n
internalization
)
2 1 4 25
Conduct
drill
exercise
No OK OK OK Yes Yes No
Knowledge
application
(direction
routines)
2 3 2 35
Build a
knowledg
e database
for AFC
Establish a
knowledge
database
OK Yes Yes OK Yes Yes No
(1)
Knowledge
capture
(externalizatio
n
internalization
)
(2)
Knowledge
application
(routines)
4 2 3 5
Ensure no
operations
Capture
key
Arrange on-
the-job NA OK Yes OK Yes Yes No
Knowledge
sharing 3 2 1 4
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Page 28 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
impact
during
outsource
of AFC
maintenan
ce service
knowledg
e from
experienc
e staff
training to
experience
staff
(socialization
exchange)
Ensure
maintenan
ce
contractor
are
compete
to
maintain
the
system
Share
knowledge
with
collaboratio
n partners
No Yes Yes OK Yes Yes No
(1)
Knowledge
sharing
(socialization
exchange) (2)
Knowledge
application
(direction
routines)
4 1 1 45
Strengthen
contractor
monitoring
and
supervision
NA NA No Yes No Yes No
Knowledge
application
(routines)
2 0 3 2
Ensure no
operations
impact
during
new
project or
new
stationlin
e opening
Ensure
new
system to
implemen
t
according
to
Particular
Specificat
ion(PS)
Capture
useful
information
from
Particular
Specificatio
n
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
)
3 0 4 3
Capture
useful
information
for test amp
commissioni
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
3 0 4 3
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Page 29 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
ng )
Ensure
defects
are
resolved
before
putting
the new
system
into
operations
Resolve all
defects
before
handover
the system
NA NA OK Yes No Yes No
Knowledge
application
(direction
routines)
3 1 2 25
Yes = 1 OK = 05 No = 0
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Steps 5 amp 7 ndash Identify the existing KM processes and assess the KM infrastructure
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
5
Build a
knowledge
database for
AFC
Establish a
knowledge
database
(1) Knowledge
capture
(externalization
internalization)
(2) Knowledge
application
(routines)
Centralize
technical
library
Intranet to
keep Work
Instruction
(WI)
procedure and
drawings
Top
management
support
Relies
mainly on
paper-based
central
library and
intranet
Intranet
calendaring
Web-based
discussion
group Staff are
willing to
share
informati
on and
knowledg
e
PC
training
room and
on-site
equipmen
t
Yes but
low
efficiency
No as
system
complexity
became
higher the
effectiveeff
iciency was
dropped due
to poor
organizing
of
information
and
knowledge
45
Ensure
maintenance
contractor
have
competence
to maintain
the system
Share
knowledge
with
collaboration
partners
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Arrange
formal
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Relied on
Email and
SharePoint
PC based
Internet and
SharePoint
Yes
Yes but
needs to
ensure new
staff(due to
turnover)
are also
competence
4
Capture key
knowledge
from
Arrange on-
the-job
training to
Knowledge
sharing
(socialization
Learning by
observation
and practice
Email and
word
processing
Mentorship
PC based
Intranet
Email and
Yes but
low
efficiency
No because
mentorship
scheme
Improving Productivity amp Sustainability Through KMS
Page 31 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
experience
staff
experience
staff
exchange) documents Microsoft
Office
applications
could only
arrange one
or two staff
for job-
attachment
35
Strengthen
training and
practice for
AFCSDT
Conduct drill
exercise
Knowledge
application
(direction
routines)
Learning by
practice
Relied on
Microsoft
Office
applications
Yes
Yes but
there is no
plan to
conduct the
drill and the
report did
not organize
in proper
manner
3
Ensure new
system to
implement
according to
Particular
Specificatio
n
Capture useful
information
from PS Knowledge
capture
(externalization
internalization)
Face-to-face
project
meetings
Project
submissions
by Email
Incentives link
to
performance
appraisal
Relied on
Email and
Sharepoint
PC based
Internet and
Sharepoint
Contracto
r are
willing to
share
informati
on with
client
PC
meeting
rooms and
site
environm
ent
Yes Yes Capture useful
information
for test amp
commissionin
g
25
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Knowledge
capture
(externalization
internalization)
Classroom
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Top
management
encouragemen
t
Part of staff
developmen
t
programme
PC based
Intranet
Email and
Microsoft
Office
applications
Staff are
willing to
learn
PC
meeting
rooms and
site
environm
ent
Yes
Yes but the
training
material did
not organize
in proper
manner
Ensure Resolve all Knowledge Face-to-face Email and Incentives link Part of pre- Maintain Yes Yes
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Page 32 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
defects are
resolved
before
putting the
new system
into
operations
defects before
handover the
system
application
(direction
routines)
project
meetings
word
processing
documents
to
performance
appraisal
commissioni
ng activities
higher
performan
ce
standard
2
Ensure
maintenance
contractor
have
competence
to maintain
the system
Strengthen
contractor
monitoring
and
supervision
Knowledge
application
(routines)
Face-to-face
performance
review
meetings
Part of post-
commissioni
ng activities
Yes Yes
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Steps 8 ndash Develop additional needed KM systems mechanisms and technologies
Priority Major Processes Sub-processes Recommended KM Processes Develop Additional Needed KM Systems
Mechanisms Technologies
5 Build a knowledge
database for AFC
Establish a knowledge
database
(1) Knowledge capture
(externalization internalization)
(2) Knowledge application
(routines)
Convert AFC knowledge into explicit
forms
(1) Apply SharePoint to build a
document-management platform for
AFC SharePoint needs to be
customized the architecture for AFC
As such it becomes an access shared
workspaces information stores and
documents
(2) Apply MTR Creator (Web-based
discussion groups) to share
knowledge for AFC
45
Ensure maintenance
contractor have
competence to
maintain the system
Share knowledge with
collaboration partners
(1) Knowledge sharing
(socialization exchange)
(2) Knowledge application
(direction routines)
(1) Utilize of knowledge stored in
SharePoint
(2) Assess the competence level of
maintenance contractor periodically
4
Capture key
knowledge from
experience staff
Arrange on-the-job
training to experience
staff
Knowledge sharing (socialization
exchange)
(1) Capture and transfer of expertsrsquo
knowledge into procedures in
centralize electronic document system
(2) Conduct case study to strengthen
internalization process
35 Strengthen training
and practice for
AFCSDT
Conduct drill exercise Knowledge application (direction
routines)
To share drill report procedures best
practices and lessons learned for AFC
25 Arrange formal training Knowledge capture
(externalization internalization) To share training material for AFC
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94 Analysis and Recommendation
Base on the above Item 93 of KM assessment below are the analysis and recommendation
941 Analysis
- MTR is a large transportation company that pursued a low-cost business strategy to operate
its systems in a safe and reliable manner
- MTR faces low levels of uncertainty because of monopoly AFC tasks are highly dependent
because individual machines are co-related
- MTR relies mainly on explicit procedure knowledge However several projects and railway
extensions make frequent changes in the system As such MTR becomes more rely on the
tacit knowledge possessed by its employees
- MTR had pursued technologies (eg SharePoint and Web-based discussion groups) to
support knowledge management The company had set-up the platform but there was no
expertise to customize particular application Staff had just used these softwares as rituals
rather than knowledge capturing or sharing platform
942 Recommendations
- To enhance people-to-document through more on-the-job training and develop an electronic
document system that codifies stores disseminates and allows reuse of knowledge for AFC
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Page 35 of 72
- MTR had successfully applied the SharePoint in projects and railway extensions as pilot
Because of the reuse economics MTR shall further extend the application of SharePoint in
Operations Department and arrange expertise to customize the application for AFC
- Establishment and use of communities of AFC to support socialisation capture and reuse of
knowledge To enhance socialisation through more job attachments meetings and group
projects
- To enhance internalisation through more training case studies and presentations
- To motivate staff to setup amp maintain KMS for ongoing operations
bull Physiological need
ndash Review salary by staff performance
ndash Clear reward system
bull Safety need
ndash Job is secured even though share knowledge with others
ndash Training for staff without enough skill
bull Belongingness need
ndash Knowledge sharing (eg Share knowledge in SharePoint)
ndash More team activity (eg Work Improvement Team for AFC)
bull Self esteem need
ndash Social relationship with other
ndash After-office-hour activities
ndash Promotion opportunity
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10 Implementation Strategies and Plan
Below are the implementation strategies and plans
101 Use Information Technologies and Existing Resources
Based on Item 94 of KM analysis and recommendation below are the implementation details and
strategies Information technologies will be used as practical tools for activities mainly performed
and directed by humans to achieve real knowledge-based organizations Further it is inclined to use
existing resources and infrastructure due to time and budget constraints
102 Web-based Technologies
Among information technologies the web-based collaborative tools such as Wiki are very
successful and made it possible for corporate employees to continuously contribute and access
information to and from the central repository Virtual world further increased collaborative
opportunities in the process of knowledge sharing In virtual world a team can work synchronously
The new generations of virtual world tools allow the team not only meet and exchange ideas verbally
but also document them by creating processes procedures and diagrams of concepts that are
explicitly formed one part of the base of organizational knowledge
103 Codification Approach
One strategy to KM involves active management of knowledge (push strategy) In such an instance
individuals strive to explicitly encode their knowledge into a shared knowledge repository such as a
database as well as retrieving knowledge they need which other individuals have provided to the
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Page 37 of 72
repository This is also commonly known as codification approach to KM In the below section
SharePoint will be used to implement a shared knowledge repository
104 Personalization Approach
Another strategy to KM involves individuals who make requests for knowledge from experts
associated with a particular subject on an ad hoc basis (pull strategy) In such an instance experts
can provide their insights to the particular person or people who need this information This is also
commonly known as the personalization approach to KM In the below section MTR Creators will
be used to implement an E-Discussion Forum Within MTR Creators Subject Matter Advisor (SMA)
will act as an expert to provide feedback to particular questioner
105 KM Mechanisms
Knowledge can be accessed at three stages of ldquobeforerdquo ldquoduringrdquo and ldquoafter KM-related activities
Different organizations have tried various knowledge capture incentives including making content
submission mandatory and incorporating rewards into performance measurement plans as motivation
Whenever staff found that KMS is useful for them or once the habit of contributing sharing and
accessing knowledge is instilled incentivesmotivation are no longer required In the below section
rewards scheme will be incorporated into Annual Performance Appraisal to evaluate the contribution
of KM
106 Knowledge Management Software
Knowledge Management Software is a subset of enterprise content management software which
contains a range of software that specializes in the way information is collected stored andor
accessed The knowledge management is based on a range of practices used by an individual a
Improving Productivity amp Sustainability Through KMS
Page 38 of 72
business and a large corporation to identify create represent and redistribute information for a
range of purposes Software that enables an information practice or range of practices at any part of
the processes of information management can be deemed as information management software A
subset of information management software emphasizes an approach to build knowledge out of
information that is managed or contained which is often called knowledge management software
107 Selection of Knowledge Management Software
In 2008 and 2009 MTR had spent a lot of resources and make huge investments in the latest
technologies (eg SharePoint 2007) systems (MTR Creators) and infrastructures to support
knowledge management Furthermore these knowledge management software tools have the
advantages of using organizationrsquos existing information technology infrastructure with supporting by
senior management Additionally there was no funding for the implementation of this project
Hence existing resources will be made good use of building the application for AFC instead of
sourcing alternative software
1071 SWOT Analysis
In the following table a SWOT analysis is conducted SharePoint (existing resources) and PC Base
Expert System are selected for comparison The aim is to select the right technology to build the
web-base knowledge repositories
SharePoint PC Base Expert System
Strength
(1) Because of existing resources
(introduced in end 2008) it is not required
(1) Can develop as artificial
intelligence by means of Case-
Improving Productivity amp Sustainability Through KMS
Page 39 of 72
to raise funding
(2) Minimum user training
(3) Just need to do the setup customization
and administrative work
(4) Web-base document library can also
fulfill business objectives
(5) Relative easy to do the setup
customization amp administration
based or rule-Based reasoning
systems
(2) Can develop as web-base
library
(3) Fulfill business objectives
Weakness
Expertise to do setup customization amp
administration
(1) Need to raise additional cost
Relative longer development time
(2) Need expertise to develop
Opportunities
(1) Relative easy to get short win
(2) Management support in prior
More applications by means of
Case-based or rule-based
reasoning systems
Threat
Limited applications Higher cost but other technologies
may fulfill the same objectives
In the following table SWOT analysis is conducted MTR Creators (existing resources) and Yahoo
Knowledge are selected for comparison The aim is to select the right collaborative technology
(groupware etc) to build an E-discussion forum
Improving Productivity amp Sustainability Through KMS
Page 40 of 72
MTR Creators Yahoo Knowledge
Strength
(1) Because of existing resources
(introduced in end 2009) it is not required
to raise funding
(2) Minimum user training
(3) Just need to do the setup
customization and administrative work
(4) The web-base discussion forum can
fulfill business objectives
(1) Able to fulfill business
objectives
(2) Attractive MMI
(3) With scoring system to
encourage people to participate
(4) High degree of information
(5) Open to public
(6) No need to do setup
Weakness
(1) Limited to internal expertise
(2) Need to do the setup customization amp
administration work
Insufficient knowledge for specific
systems
Opportunities Management support in prior No cost is required
Threat
Have redundancy by means of Email or
other technologies
The answer has no guarantee
After analyzed SharePoint is selected to build web-base knowledge repositories because of no cost
and short implementation time while MTR Creators is selected to build an E-discussion forum with
the same reason More important both technologies are able to fulfill business objectives
108 Implementation Approaches
Both SharePoint and MTR Creators were not widely adopted at the beginning (mid of 2009) This
was because no expertise was willing to do the customization setup and administration work for the
Improving Productivity amp Sustainability Through KMS
Page 41 of 72
particular applications within the department In light of this these resources will be made good use
of and tried to maximize the utilization of these technologies and existing infrastructure In the
below sections setup customization and administrative works for SharePoint and MTR Creators
will be conducted The purpose is to build an E-document library and E-discussion forum to in line
with KM mechanisms
Improving Productivity amp Sustainability Through KMS
Page 42 of 72
109 Implementation Plan
Below is the project timeline In Jan 2010 all the setup and customization works for AFC had been completed In Feb 2010
application for these technologies together with other KM mechanisms had been started AFC SDT and other AFC team with a total
of about 22 staff were selected to apply the KMS for AFC In Jan 2010 a questionnaire had been sent to them to collect their needs
for AFC and their views for KMS In Jun 2010 another questionnaire had been sent to them to collect their comments after applying
the KMS for five months
November January February March April May
1 Review business context
2 Problem statement
3 Define project objective amp scope
4 Literature review
5 Data collection amp assessment
6 Implementation
7 Performance evaluation amp control
8 Submit project report
Tasks2009 2010
DescriptionJuneDecember
Improving Productivity amp Sustainability Through KMS
Page 43 of 72
1010 SharePoint
Microsoft SharePoint also known as Microsoft SharePoint Products and Technologies is a content
management system with integrated search functionality developed by Microsoft that allows users to
work in a web-based collaborative environment Microsoft provides certain built-in functionality and
third party developers can also develop custom modifications to extend functionalities
SharePoint is a collection of products and software elements that includes among a growing selection
of components web browser based collaboration functions process management modules search
modules and a document-management platform SharePoint can be used to host web sites that access
shared workspaces information stores and documents as well as host defined applications such as
wikis and blogs All users can manipulate proprietary controls called web parts or interact with
pieces of content such as lists and document libraries
10101 Background of Corporate Document Management System at MTR
In year 2008 MTR selected Microsoft SharePoint 2007 as the future document management platform
This platform became part of the infrastructure of Document Management System (DMS) for all
departments and supported the on-going document management needs of MTR Corporation
In mid 2008 the DMS platform was established by IT department in MTR The application setup and
administration work was relied on individual department In end 2008 these two pilot trials were
rolled out with satisfactory result which interested other departments to migrate their legacy system
into e-library Basically the application setup and ownership were released to individual department
The DMS consists of Document Libraries owned by various departments and working groups Please
Improving Productivity amp Sustainability Through KMS
Page 44 of 72
refer below Figure 5 for Enterprise Information Portal After clicking the DMS in Figure 5 the site
hierarchy tree of Document Libraries folders were expanded as illustrated in Figure 6
Figure 5 Figure 6
Referring to Figure 6 the Site Hierarchy Tree shows the document libraries that are available
in corresponding departmentrsquos folder The Document Libraries is a place on a site where user can
create share and update files It contains custom properties that stores metadata of files in the libraries
and also provides fine-grained security for granting access to those files The Document Libraries are
owned by various departments and working groups in the Operations Division Respective owner
possesses the autonomy to control who can access and to what extent under the Document Libraries
Due to various issues (for example some departments are not familiar with Information System setup
and not willing to take up the duties and responsibilities of being an administrator etc) the application
of SharePoint was not widely adopted in Operations Division
Improving Productivity amp Sustainability Through KMS
Page 45 of 72
10102 Use SharePoint as E-Document Library for AFC
Before 2009 SharePoint had never been applied to AFC knowledge management activities In Jan
2010 the initial set up share folder creation and the knowledge sharing activities for AFC among all
my staff had been conducted I acted as an Administrator role to govern knowledge management
activities in SharePoint Basically Administrators needed to manage the access permission and folder
structure of individual document libraries Meanwhile other working teams were encouraged to share
their knowledge and useful documents in SharePoint Before starting these activities in SharePoint the
following setup was required to arrange
10103 Created the folder structure
In the below Figure 7 the folder structure of a document library at Site Hierarchy called AFC SDT
was created AFC staff could add files to the library and other people can make changes to them
Those changes would be stored in the library at server not at their own computers And other people
could easily access the files by using a Web browser provided that they have been granted the
permissions to do so
Improving Productivity amp Sustainability Through KMS
Page 46 of 72
Figure 7 Figure 8
10104 Define Content Types
In the above Figure 8 the content type was defined which is suitable for AFC application A content
type is used to define the attributes of a document Each content type can store different attributes in
the document library and also can associate with different document library For example all
deliverable documents in a project file may require a set of attributes such as project code and project
owner By creating a project content type the required information such as project code must be
assured and the project owner will be associated with all variants of user deliverable documents for
AFC
10105 File Permission Settings
Improving Productivity amp Sustainability Through KMS
Page 47 of 72
In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
Improving Productivity amp Sustainability Through KMS
Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
Improving Productivity amp Sustainability Through KMS
Page 49 of 72
Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
Improving Productivity amp Sustainability Through KMS
Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
Improving Productivity amp Sustainability Through KMS
Page 51 of 72
Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
Improving Productivity amp Sustainability Through KMS
Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
Improving Productivity amp Sustainability Through KMS
Page 53 of 72
PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
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Page 56 of 72
10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
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Page 57 of 72
11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 23
Improving Productivity amp Sustainability Through KMS
Page 21 of 72
Maslowrsquos Hierarchy of
Needs
Propose motivation techniques
2 More team activity
Self esteem
1 Social relationship with other
2 After-office-hour activities
3 Promotion opportunity
92 Qualitative Measures
In order to identify existing KM processes qualitative measures will be used Questionnaire
and informal chatting with the technicians and engineers were arranged in January 2010
Please refer Appendix 2 for the questionnaire
93 KM Assessment
Firstly an assessment for contingent factors will be conducted This is to evaluate the effect
of knowledge and task characteristics environmental and organizational characteristics
before selecting appropriate KM processes Secondly methodology will be assessed This is
to identify task-oriented key processes assess the contingency factors prioritize assess the
KM infrastructure and develop additional needed KM systems mechanisms and
technologies applied to AFC The eight steps are required to go through and are summarized
as below The elaboration of each steps are detailed in the following tables
1 Identify task-oriented key processes
2 Assess the contingency factors
Improving Productivity amp Sustainability Through KMS
Page 22 of 72
3 Identify the KM processes based on each contingency factor
4 Prioritize the needed KM processes
5 Identify the existing KM processes
6 Identify the additional needed KM processes
7 Assess the KM infrastructure
8 Develop additional needed KM systems mechanisms and technologies
Improving Productivity amp Sustainability Through KMS
Page 23 of 72
Steps 1 amp 2 ndash Identify task-oriented key processes and assess the contingency factors
Business
Objectives Major Processes Sub-processes
Assess the Contingency Factors
Task Characteristics Knowledge Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environmental
Uncertainty =
High or Low
Task
Uncertainty =
High or Low
Task
Dependence =
High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain key
knowledge for
AFC
Form a special team for
AFC work
Form an AFC
Special Duty Team
(AFCSDT)
Low NA NA NA Large NA NA
Strengthen training and
practice for AFCSDT
Arrange formal
training Low Low Explicit Procedural Large Low cost Low
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Build a knowledge
database for AFC
Establish a
knowledge database Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Ensure no
operations
impact during
outsource of
AFC
maintenance
service
Capture key knowledge
from experience staff
Arrange job
attachment to
experience staff
NA NA Both NA Small Low cost Low
Ensure maintenance
contractor have
competence to maintain
the system
Share knowledge
with collaboration
partners
Low High Tacit Both Small Low cost Low
Strengthen contractor
monitoring and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low
Ensure no
operations
impact during
new project or
new
stationline
opening
Ensure new system to
implement according to
Particular
Specification(PS)
Capture useful
information from PS Low Low Explicit Procedural
Small (conduct
by small team) Low cost Low
Capture useful
information for test
amp commissioning
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Ensure defects are
resolved before putting
the new system into
operations
Resolve all defects
before handover NA NA Both Both
Large (done by
whole Section) Low cost Low
Improving Productivity amp Sustainability Through KMS
Page 24 of 72
Steps 3 ndash Identify the KM processes based on each contingency factor
Characteristic LevelType Recommended KM Processes
Organization
Size
Small Knowledge sharing (socialization)
Knowledge application (direction)
Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Large Knowledge sharing (exchange)
Knowledge application (routines)
Knowledge discovery (combination)
Knowledge capture (externalization internalization)
Business Strategy
Low cost Knowledge application (direction routines)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Differentiation Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Environmental
Uncertainty
Low Knowledge sharing (socialization exchange)
Knowledge capture (externalization internalization)
High Knowledge discovery (combination socialization)
Knowledge application (direction routines)
Improving Productivity amp Sustainability Through KMS
Page 25 of 72
Steps 3 ndash Identify the KM processes based on each contingency factor
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain
key
knowledge
for AFC
Form a
special team
for AFC
work
Form an
AFC Special
Duty Team
(AFCSDT)
Low NA NA NA Large NA NA NA
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Low Low Explicit Procedural Large Low cost Low
Knowledge capture
(externalization
internalization)
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Knowledge sharing
(socialization
exchange)
Build a
knowledge
database for
AFC
Establish a
knowledge
database
Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Knowledge capture
(externalization
internalization)
Ensure no
operations
impact
during
outsource
of AFC
maintenanc
e service
Capture key
knowledge
from
experience
staff
Arrange job
attachment to
experience
staff
NA NA Both NA Small Low cost Low
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Ensure
maintenance
contractor
have
Share
knowledge
with
collaboration
Low High Tacit Both Small Low cost Low
Knowledge sharing
(socialization
exchange)
Improving Productivity amp Sustainability Through KMS
Page 26 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
competence
to maintain
the system
partners
Strengthen
contractor
monitoring
and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low NA
Ensure no
operations
impact
during new
project or
new
stationline
opening
Ensure new
system to
implement
according to
Particular
Specification
(PS)
Capture
useful
information
from PS
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Capture
useful
information
for test amp
commissioni
ng
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Ensure
defects are
resolved
before
putting the
new system
into
operations
Resolve all
defects
before
handover
NA NA Both Both Large (done by
whole Section) Low cost Low
Knowledge
application
(direction
routines)
Improving Productivity amp Sustainability Through KMS
Page 27 of 72
Steps 4 ndash Prioritize the needed KM processes
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
Maintain
key
knowledg
e for AFC
Form a
special
team for
AFC
work
Form an
AFC
Special
Duty Team
(AFCSDT)
No OK NA NA No NA NA NA 0 1 2 05
Strengthe
n training
and
practice
for
AFCSDT
Arrange
formal
training
No No OK Yes No Yes No
Knowledge
capture
(externalizatio
n
internalization
)
2 1 4 25
Conduct
drill
exercise
No OK OK OK Yes Yes No
Knowledge
application
(direction
routines)
2 3 2 35
Build a
knowledg
e database
for AFC
Establish a
knowledge
database
OK Yes Yes OK Yes Yes No
(1)
Knowledge
capture
(externalizatio
n
internalization
)
(2)
Knowledge
application
(routines)
4 2 3 5
Ensure no
operations
Capture
key
Arrange on-
the-job NA OK Yes OK Yes Yes No
Knowledge
sharing 3 2 1 4
Improving Productivity amp Sustainability Through KMS
Page 28 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
impact
during
outsource
of AFC
maintenan
ce service
knowledg
e from
experienc
e staff
training to
experience
staff
(socialization
exchange)
Ensure
maintenan
ce
contractor
are
compete
to
maintain
the
system
Share
knowledge
with
collaboratio
n partners
No Yes Yes OK Yes Yes No
(1)
Knowledge
sharing
(socialization
exchange) (2)
Knowledge
application
(direction
routines)
4 1 1 45
Strengthen
contractor
monitoring
and
supervision
NA NA No Yes No Yes No
Knowledge
application
(routines)
2 0 3 2
Ensure no
operations
impact
during
new
project or
new
stationlin
e opening
Ensure
new
system to
implemen
t
according
to
Particular
Specificat
ion(PS)
Capture
useful
information
from
Particular
Specificatio
n
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
)
3 0 4 3
Capture
useful
information
for test amp
commissioni
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
3 0 4 3
Improving Productivity amp Sustainability Through KMS
Page 29 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
ng )
Ensure
defects
are
resolved
before
putting
the new
system
into
operations
Resolve all
defects
before
handover
the system
NA NA OK Yes No Yes No
Knowledge
application
(direction
routines)
3 1 2 25
Yes = 1 OK = 05 No = 0
Improving Productivity amp Sustainability Through KMS
Page 30 of 72
Steps 5 amp 7 ndash Identify the existing KM processes and assess the KM infrastructure
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
5
Build a
knowledge
database for
AFC
Establish a
knowledge
database
(1) Knowledge
capture
(externalization
internalization)
(2) Knowledge
application
(routines)
Centralize
technical
library
Intranet to
keep Work
Instruction
(WI)
procedure and
drawings
Top
management
support
Relies
mainly on
paper-based
central
library and
intranet
Intranet
calendaring
Web-based
discussion
group Staff are
willing to
share
informati
on and
knowledg
e
PC
training
room and
on-site
equipmen
t
Yes but
low
efficiency
No as
system
complexity
became
higher the
effectiveeff
iciency was
dropped due
to poor
organizing
of
information
and
knowledge
45
Ensure
maintenance
contractor
have
competence
to maintain
the system
Share
knowledge
with
collaboration
partners
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Arrange
formal
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Relied on
Email and
SharePoint
PC based
Internet and
SharePoint
Yes
Yes but
needs to
ensure new
staff(due to
turnover)
are also
competence
4
Capture key
knowledge
from
Arrange on-
the-job
training to
Knowledge
sharing
(socialization
Learning by
observation
and practice
Email and
word
processing
Mentorship
PC based
Intranet
Email and
Yes but
low
efficiency
No because
mentorship
scheme
Improving Productivity amp Sustainability Through KMS
Page 31 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
experience
staff
experience
staff
exchange) documents Microsoft
Office
applications
could only
arrange one
or two staff
for job-
attachment
35
Strengthen
training and
practice for
AFCSDT
Conduct drill
exercise
Knowledge
application
(direction
routines)
Learning by
practice
Relied on
Microsoft
Office
applications
Yes
Yes but
there is no
plan to
conduct the
drill and the
report did
not organize
in proper
manner
3
Ensure new
system to
implement
according to
Particular
Specificatio
n
Capture useful
information
from PS Knowledge
capture
(externalization
internalization)
Face-to-face
project
meetings
Project
submissions
by Email
Incentives link
to
performance
appraisal
Relied on
Email and
Sharepoint
PC based
Internet and
Sharepoint
Contracto
r are
willing to
share
informati
on with
client
PC
meeting
rooms and
site
environm
ent
Yes Yes Capture useful
information
for test amp
commissionin
g
25
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Knowledge
capture
(externalization
internalization)
Classroom
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Top
management
encouragemen
t
Part of staff
developmen
t
programme
PC based
Intranet
Email and
Microsoft
Office
applications
Staff are
willing to
learn
PC
meeting
rooms and
site
environm
ent
Yes
Yes but the
training
material did
not organize
in proper
manner
Ensure Resolve all Knowledge Face-to-face Email and Incentives link Part of pre- Maintain Yes Yes
Improving Productivity amp Sustainability Through KMS
Page 32 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
defects are
resolved
before
putting the
new system
into
operations
defects before
handover the
system
application
(direction
routines)
project
meetings
word
processing
documents
to
performance
appraisal
commissioni
ng activities
higher
performan
ce
standard
2
Ensure
maintenance
contractor
have
competence
to maintain
the system
Strengthen
contractor
monitoring
and
supervision
Knowledge
application
(routines)
Face-to-face
performance
review
meetings
Part of post-
commissioni
ng activities
Yes Yes
Improving Productivity amp Sustainability Through KMS
Page 33 of 72
Steps 8 ndash Develop additional needed KM systems mechanisms and technologies
Priority Major Processes Sub-processes Recommended KM Processes Develop Additional Needed KM Systems
Mechanisms Technologies
5 Build a knowledge
database for AFC
Establish a knowledge
database
(1) Knowledge capture
(externalization internalization)
(2) Knowledge application
(routines)
Convert AFC knowledge into explicit
forms
(1) Apply SharePoint to build a
document-management platform for
AFC SharePoint needs to be
customized the architecture for AFC
As such it becomes an access shared
workspaces information stores and
documents
(2) Apply MTR Creator (Web-based
discussion groups) to share
knowledge for AFC
45
Ensure maintenance
contractor have
competence to
maintain the system
Share knowledge with
collaboration partners
(1) Knowledge sharing
(socialization exchange)
(2) Knowledge application
(direction routines)
(1) Utilize of knowledge stored in
SharePoint
(2) Assess the competence level of
maintenance contractor periodically
4
Capture key
knowledge from
experience staff
Arrange on-the-job
training to experience
staff
Knowledge sharing (socialization
exchange)
(1) Capture and transfer of expertsrsquo
knowledge into procedures in
centralize electronic document system
(2) Conduct case study to strengthen
internalization process
35 Strengthen training
and practice for
AFCSDT
Conduct drill exercise Knowledge application (direction
routines)
To share drill report procedures best
practices and lessons learned for AFC
25 Arrange formal training Knowledge capture
(externalization internalization) To share training material for AFC
Improving Productivity amp Sustainability Through KMS
Page 34 of 72
94 Analysis and Recommendation
Base on the above Item 93 of KM assessment below are the analysis and recommendation
941 Analysis
- MTR is a large transportation company that pursued a low-cost business strategy to operate
its systems in a safe and reliable manner
- MTR faces low levels of uncertainty because of monopoly AFC tasks are highly dependent
because individual machines are co-related
- MTR relies mainly on explicit procedure knowledge However several projects and railway
extensions make frequent changes in the system As such MTR becomes more rely on the
tacit knowledge possessed by its employees
- MTR had pursued technologies (eg SharePoint and Web-based discussion groups) to
support knowledge management The company had set-up the platform but there was no
expertise to customize particular application Staff had just used these softwares as rituals
rather than knowledge capturing or sharing platform
942 Recommendations
- To enhance people-to-document through more on-the-job training and develop an electronic
document system that codifies stores disseminates and allows reuse of knowledge for AFC
Improving Productivity amp Sustainability Through KMS
Page 35 of 72
- MTR had successfully applied the SharePoint in projects and railway extensions as pilot
Because of the reuse economics MTR shall further extend the application of SharePoint in
Operations Department and arrange expertise to customize the application for AFC
- Establishment and use of communities of AFC to support socialisation capture and reuse of
knowledge To enhance socialisation through more job attachments meetings and group
projects
- To enhance internalisation through more training case studies and presentations
- To motivate staff to setup amp maintain KMS for ongoing operations
bull Physiological need
ndash Review salary by staff performance
ndash Clear reward system
bull Safety need
ndash Job is secured even though share knowledge with others
ndash Training for staff without enough skill
bull Belongingness need
ndash Knowledge sharing (eg Share knowledge in SharePoint)
ndash More team activity (eg Work Improvement Team for AFC)
bull Self esteem need
ndash Social relationship with other
ndash After-office-hour activities
ndash Promotion opportunity
Improving Productivity amp Sustainability Through KMS
Page 36 of 72
10 Implementation Strategies and Plan
Below are the implementation strategies and plans
101 Use Information Technologies and Existing Resources
Based on Item 94 of KM analysis and recommendation below are the implementation details and
strategies Information technologies will be used as practical tools for activities mainly performed
and directed by humans to achieve real knowledge-based organizations Further it is inclined to use
existing resources and infrastructure due to time and budget constraints
102 Web-based Technologies
Among information technologies the web-based collaborative tools such as Wiki are very
successful and made it possible for corporate employees to continuously contribute and access
information to and from the central repository Virtual world further increased collaborative
opportunities in the process of knowledge sharing In virtual world a team can work synchronously
The new generations of virtual world tools allow the team not only meet and exchange ideas verbally
but also document them by creating processes procedures and diagrams of concepts that are
explicitly formed one part of the base of organizational knowledge
103 Codification Approach
One strategy to KM involves active management of knowledge (push strategy) In such an instance
individuals strive to explicitly encode their knowledge into a shared knowledge repository such as a
database as well as retrieving knowledge they need which other individuals have provided to the
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Page 37 of 72
repository This is also commonly known as codification approach to KM In the below section
SharePoint will be used to implement a shared knowledge repository
104 Personalization Approach
Another strategy to KM involves individuals who make requests for knowledge from experts
associated with a particular subject on an ad hoc basis (pull strategy) In such an instance experts
can provide their insights to the particular person or people who need this information This is also
commonly known as the personalization approach to KM In the below section MTR Creators will
be used to implement an E-Discussion Forum Within MTR Creators Subject Matter Advisor (SMA)
will act as an expert to provide feedback to particular questioner
105 KM Mechanisms
Knowledge can be accessed at three stages of ldquobeforerdquo ldquoduringrdquo and ldquoafter KM-related activities
Different organizations have tried various knowledge capture incentives including making content
submission mandatory and incorporating rewards into performance measurement plans as motivation
Whenever staff found that KMS is useful for them or once the habit of contributing sharing and
accessing knowledge is instilled incentivesmotivation are no longer required In the below section
rewards scheme will be incorporated into Annual Performance Appraisal to evaluate the contribution
of KM
106 Knowledge Management Software
Knowledge Management Software is a subset of enterprise content management software which
contains a range of software that specializes in the way information is collected stored andor
accessed The knowledge management is based on a range of practices used by an individual a
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Page 38 of 72
business and a large corporation to identify create represent and redistribute information for a
range of purposes Software that enables an information practice or range of practices at any part of
the processes of information management can be deemed as information management software A
subset of information management software emphasizes an approach to build knowledge out of
information that is managed or contained which is often called knowledge management software
107 Selection of Knowledge Management Software
In 2008 and 2009 MTR had spent a lot of resources and make huge investments in the latest
technologies (eg SharePoint 2007) systems (MTR Creators) and infrastructures to support
knowledge management Furthermore these knowledge management software tools have the
advantages of using organizationrsquos existing information technology infrastructure with supporting by
senior management Additionally there was no funding for the implementation of this project
Hence existing resources will be made good use of building the application for AFC instead of
sourcing alternative software
1071 SWOT Analysis
In the following table a SWOT analysis is conducted SharePoint (existing resources) and PC Base
Expert System are selected for comparison The aim is to select the right technology to build the
web-base knowledge repositories
SharePoint PC Base Expert System
Strength
(1) Because of existing resources
(introduced in end 2008) it is not required
(1) Can develop as artificial
intelligence by means of Case-
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Page 39 of 72
to raise funding
(2) Minimum user training
(3) Just need to do the setup customization
and administrative work
(4) Web-base document library can also
fulfill business objectives
(5) Relative easy to do the setup
customization amp administration
based or rule-Based reasoning
systems
(2) Can develop as web-base
library
(3) Fulfill business objectives
Weakness
Expertise to do setup customization amp
administration
(1) Need to raise additional cost
Relative longer development time
(2) Need expertise to develop
Opportunities
(1) Relative easy to get short win
(2) Management support in prior
More applications by means of
Case-based or rule-based
reasoning systems
Threat
Limited applications Higher cost but other technologies
may fulfill the same objectives
In the following table SWOT analysis is conducted MTR Creators (existing resources) and Yahoo
Knowledge are selected for comparison The aim is to select the right collaborative technology
(groupware etc) to build an E-discussion forum
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Page 40 of 72
MTR Creators Yahoo Knowledge
Strength
(1) Because of existing resources
(introduced in end 2009) it is not required
to raise funding
(2) Minimum user training
(3) Just need to do the setup
customization and administrative work
(4) The web-base discussion forum can
fulfill business objectives
(1) Able to fulfill business
objectives
(2) Attractive MMI
(3) With scoring system to
encourage people to participate
(4) High degree of information
(5) Open to public
(6) No need to do setup
Weakness
(1) Limited to internal expertise
(2) Need to do the setup customization amp
administration work
Insufficient knowledge for specific
systems
Opportunities Management support in prior No cost is required
Threat
Have redundancy by means of Email or
other technologies
The answer has no guarantee
After analyzed SharePoint is selected to build web-base knowledge repositories because of no cost
and short implementation time while MTR Creators is selected to build an E-discussion forum with
the same reason More important both technologies are able to fulfill business objectives
108 Implementation Approaches
Both SharePoint and MTR Creators were not widely adopted at the beginning (mid of 2009) This
was because no expertise was willing to do the customization setup and administration work for the
Improving Productivity amp Sustainability Through KMS
Page 41 of 72
particular applications within the department In light of this these resources will be made good use
of and tried to maximize the utilization of these technologies and existing infrastructure In the
below sections setup customization and administrative works for SharePoint and MTR Creators
will be conducted The purpose is to build an E-document library and E-discussion forum to in line
with KM mechanisms
Improving Productivity amp Sustainability Through KMS
Page 42 of 72
109 Implementation Plan
Below is the project timeline In Jan 2010 all the setup and customization works for AFC had been completed In Feb 2010
application for these technologies together with other KM mechanisms had been started AFC SDT and other AFC team with a total
of about 22 staff were selected to apply the KMS for AFC In Jan 2010 a questionnaire had been sent to them to collect their needs
for AFC and their views for KMS In Jun 2010 another questionnaire had been sent to them to collect their comments after applying
the KMS for five months
November January February March April May
1 Review business context
2 Problem statement
3 Define project objective amp scope
4 Literature review
5 Data collection amp assessment
6 Implementation
7 Performance evaluation amp control
8 Submit project report
Tasks2009 2010
DescriptionJuneDecember
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1010 SharePoint
Microsoft SharePoint also known as Microsoft SharePoint Products and Technologies is a content
management system with integrated search functionality developed by Microsoft that allows users to
work in a web-based collaborative environment Microsoft provides certain built-in functionality and
third party developers can also develop custom modifications to extend functionalities
SharePoint is a collection of products and software elements that includes among a growing selection
of components web browser based collaboration functions process management modules search
modules and a document-management platform SharePoint can be used to host web sites that access
shared workspaces information stores and documents as well as host defined applications such as
wikis and blogs All users can manipulate proprietary controls called web parts or interact with
pieces of content such as lists and document libraries
10101 Background of Corporate Document Management System at MTR
In year 2008 MTR selected Microsoft SharePoint 2007 as the future document management platform
This platform became part of the infrastructure of Document Management System (DMS) for all
departments and supported the on-going document management needs of MTR Corporation
In mid 2008 the DMS platform was established by IT department in MTR The application setup and
administration work was relied on individual department In end 2008 these two pilot trials were
rolled out with satisfactory result which interested other departments to migrate their legacy system
into e-library Basically the application setup and ownership were released to individual department
The DMS consists of Document Libraries owned by various departments and working groups Please
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Page 44 of 72
refer below Figure 5 for Enterprise Information Portal After clicking the DMS in Figure 5 the site
hierarchy tree of Document Libraries folders were expanded as illustrated in Figure 6
Figure 5 Figure 6
Referring to Figure 6 the Site Hierarchy Tree shows the document libraries that are available
in corresponding departmentrsquos folder The Document Libraries is a place on a site where user can
create share and update files It contains custom properties that stores metadata of files in the libraries
and also provides fine-grained security for granting access to those files The Document Libraries are
owned by various departments and working groups in the Operations Division Respective owner
possesses the autonomy to control who can access and to what extent under the Document Libraries
Due to various issues (for example some departments are not familiar with Information System setup
and not willing to take up the duties and responsibilities of being an administrator etc) the application
of SharePoint was not widely adopted in Operations Division
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Page 45 of 72
10102 Use SharePoint as E-Document Library for AFC
Before 2009 SharePoint had never been applied to AFC knowledge management activities In Jan
2010 the initial set up share folder creation and the knowledge sharing activities for AFC among all
my staff had been conducted I acted as an Administrator role to govern knowledge management
activities in SharePoint Basically Administrators needed to manage the access permission and folder
structure of individual document libraries Meanwhile other working teams were encouraged to share
their knowledge and useful documents in SharePoint Before starting these activities in SharePoint the
following setup was required to arrange
10103 Created the folder structure
In the below Figure 7 the folder structure of a document library at Site Hierarchy called AFC SDT
was created AFC staff could add files to the library and other people can make changes to them
Those changes would be stored in the library at server not at their own computers And other people
could easily access the files by using a Web browser provided that they have been granted the
permissions to do so
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Figure 7 Figure 8
10104 Define Content Types
In the above Figure 8 the content type was defined which is suitable for AFC application A content
type is used to define the attributes of a document Each content type can store different attributes in
the document library and also can associate with different document library For example all
deliverable documents in a project file may require a set of attributes such as project code and project
owner By creating a project content type the required information such as project code must be
assured and the project owner will be associated with all variants of user deliverable documents for
AFC
10105 File Permission Settings
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In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
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Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
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Page 49 of 72
Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
Improving Productivity amp Sustainability Through KMS
Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
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Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
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Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
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Page 53 of 72
PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
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10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
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Page 57 of 72
11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
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Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
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Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 24
Improving Productivity amp Sustainability Through KMS
Page 22 of 72
3 Identify the KM processes based on each contingency factor
4 Prioritize the needed KM processes
5 Identify the existing KM processes
6 Identify the additional needed KM processes
7 Assess the KM infrastructure
8 Develop additional needed KM systems mechanisms and technologies
Improving Productivity amp Sustainability Through KMS
Page 23 of 72
Steps 1 amp 2 ndash Identify task-oriented key processes and assess the contingency factors
Business
Objectives Major Processes Sub-processes
Assess the Contingency Factors
Task Characteristics Knowledge Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environmental
Uncertainty =
High or Low
Task
Uncertainty =
High or Low
Task
Dependence =
High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain key
knowledge for
AFC
Form a special team for
AFC work
Form an AFC
Special Duty Team
(AFCSDT)
Low NA NA NA Large NA NA
Strengthen training and
practice for AFCSDT
Arrange formal
training Low Low Explicit Procedural Large Low cost Low
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Build a knowledge
database for AFC
Establish a
knowledge database Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Ensure no
operations
impact during
outsource of
AFC
maintenance
service
Capture key knowledge
from experience staff
Arrange job
attachment to
experience staff
NA NA Both NA Small Low cost Low
Ensure maintenance
contractor have
competence to maintain
the system
Share knowledge
with collaboration
partners
Low High Tacit Both Small Low cost Low
Strengthen contractor
monitoring and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low
Ensure no
operations
impact during
new project or
new
stationline
opening
Ensure new system to
implement according to
Particular
Specification(PS)
Capture useful
information from PS Low Low Explicit Procedural
Small (conduct
by small team) Low cost Low
Capture useful
information for test
amp commissioning
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Ensure defects are
resolved before putting
the new system into
operations
Resolve all defects
before handover NA NA Both Both
Large (done by
whole Section) Low cost Low
Improving Productivity amp Sustainability Through KMS
Page 24 of 72
Steps 3 ndash Identify the KM processes based on each contingency factor
Characteristic LevelType Recommended KM Processes
Organization
Size
Small Knowledge sharing (socialization)
Knowledge application (direction)
Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Large Knowledge sharing (exchange)
Knowledge application (routines)
Knowledge discovery (combination)
Knowledge capture (externalization internalization)
Business Strategy
Low cost Knowledge application (direction routines)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Differentiation Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Environmental
Uncertainty
Low Knowledge sharing (socialization exchange)
Knowledge capture (externalization internalization)
High Knowledge discovery (combination socialization)
Knowledge application (direction routines)
Improving Productivity amp Sustainability Through KMS
Page 25 of 72
Steps 3 ndash Identify the KM processes based on each contingency factor
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain
key
knowledge
for AFC
Form a
special team
for AFC
work
Form an
AFC Special
Duty Team
(AFCSDT)
Low NA NA NA Large NA NA NA
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Low Low Explicit Procedural Large Low cost Low
Knowledge capture
(externalization
internalization)
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Knowledge sharing
(socialization
exchange)
Build a
knowledge
database for
AFC
Establish a
knowledge
database
Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Knowledge capture
(externalization
internalization)
Ensure no
operations
impact
during
outsource
of AFC
maintenanc
e service
Capture key
knowledge
from
experience
staff
Arrange job
attachment to
experience
staff
NA NA Both NA Small Low cost Low
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Ensure
maintenance
contractor
have
Share
knowledge
with
collaboration
Low High Tacit Both Small Low cost Low
Knowledge sharing
(socialization
exchange)
Improving Productivity amp Sustainability Through KMS
Page 26 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
competence
to maintain
the system
partners
Strengthen
contractor
monitoring
and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low NA
Ensure no
operations
impact
during new
project or
new
stationline
opening
Ensure new
system to
implement
according to
Particular
Specification
(PS)
Capture
useful
information
from PS
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Capture
useful
information
for test amp
commissioni
ng
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Ensure
defects are
resolved
before
putting the
new system
into
operations
Resolve all
defects
before
handover
NA NA Both Both Large (done by
whole Section) Low cost Low
Knowledge
application
(direction
routines)
Improving Productivity amp Sustainability Through KMS
Page 27 of 72
Steps 4 ndash Prioritize the needed KM processes
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
Maintain
key
knowledg
e for AFC
Form a
special
team for
AFC
work
Form an
AFC
Special
Duty Team
(AFCSDT)
No OK NA NA No NA NA NA 0 1 2 05
Strengthe
n training
and
practice
for
AFCSDT
Arrange
formal
training
No No OK Yes No Yes No
Knowledge
capture
(externalizatio
n
internalization
)
2 1 4 25
Conduct
drill
exercise
No OK OK OK Yes Yes No
Knowledge
application
(direction
routines)
2 3 2 35
Build a
knowledg
e database
for AFC
Establish a
knowledge
database
OK Yes Yes OK Yes Yes No
(1)
Knowledge
capture
(externalizatio
n
internalization
)
(2)
Knowledge
application
(routines)
4 2 3 5
Ensure no
operations
Capture
key
Arrange on-
the-job NA OK Yes OK Yes Yes No
Knowledge
sharing 3 2 1 4
Improving Productivity amp Sustainability Through KMS
Page 28 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
impact
during
outsource
of AFC
maintenan
ce service
knowledg
e from
experienc
e staff
training to
experience
staff
(socialization
exchange)
Ensure
maintenan
ce
contractor
are
compete
to
maintain
the
system
Share
knowledge
with
collaboratio
n partners
No Yes Yes OK Yes Yes No
(1)
Knowledge
sharing
(socialization
exchange) (2)
Knowledge
application
(direction
routines)
4 1 1 45
Strengthen
contractor
monitoring
and
supervision
NA NA No Yes No Yes No
Knowledge
application
(routines)
2 0 3 2
Ensure no
operations
impact
during
new
project or
new
stationlin
e opening
Ensure
new
system to
implemen
t
according
to
Particular
Specificat
ion(PS)
Capture
useful
information
from
Particular
Specificatio
n
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
)
3 0 4 3
Capture
useful
information
for test amp
commissioni
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
3 0 4 3
Improving Productivity amp Sustainability Through KMS
Page 29 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
ng )
Ensure
defects
are
resolved
before
putting
the new
system
into
operations
Resolve all
defects
before
handover
the system
NA NA OK Yes No Yes No
Knowledge
application
(direction
routines)
3 1 2 25
Yes = 1 OK = 05 No = 0
Improving Productivity amp Sustainability Through KMS
Page 30 of 72
Steps 5 amp 7 ndash Identify the existing KM processes and assess the KM infrastructure
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
5
Build a
knowledge
database for
AFC
Establish a
knowledge
database
(1) Knowledge
capture
(externalization
internalization)
(2) Knowledge
application
(routines)
Centralize
technical
library
Intranet to
keep Work
Instruction
(WI)
procedure and
drawings
Top
management
support
Relies
mainly on
paper-based
central
library and
intranet
Intranet
calendaring
Web-based
discussion
group Staff are
willing to
share
informati
on and
knowledg
e
PC
training
room and
on-site
equipmen
t
Yes but
low
efficiency
No as
system
complexity
became
higher the
effectiveeff
iciency was
dropped due
to poor
organizing
of
information
and
knowledge
45
Ensure
maintenance
contractor
have
competence
to maintain
the system
Share
knowledge
with
collaboration
partners
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Arrange
formal
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Relied on
Email and
SharePoint
PC based
Internet and
SharePoint
Yes
Yes but
needs to
ensure new
staff(due to
turnover)
are also
competence
4
Capture key
knowledge
from
Arrange on-
the-job
training to
Knowledge
sharing
(socialization
Learning by
observation
and practice
Email and
word
processing
Mentorship
PC based
Intranet
Email and
Yes but
low
efficiency
No because
mentorship
scheme
Improving Productivity amp Sustainability Through KMS
Page 31 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
experience
staff
experience
staff
exchange) documents Microsoft
Office
applications
could only
arrange one
or two staff
for job-
attachment
35
Strengthen
training and
practice for
AFCSDT
Conduct drill
exercise
Knowledge
application
(direction
routines)
Learning by
practice
Relied on
Microsoft
Office
applications
Yes
Yes but
there is no
plan to
conduct the
drill and the
report did
not organize
in proper
manner
3
Ensure new
system to
implement
according to
Particular
Specificatio
n
Capture useful
information
from PS Knowledge
capture
(externalization
internalization)
Face-to-face
project
meetings
Project
submissions
by Email
Incentives link
to
performance
appraisal
Relied on
Email and
Sharepoint
PC based
Internet and
Sharepoint
Contracto
r are
willing to
share
informati
on with
client
PC
meeting
rooms and
site
environm
ent
Yes Yes Capture useful
information
for test amp
commissionin
g
25
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Knowledge
capture
(externalization
internalization)
Classroom
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Top
management
encouragemen
t
Part of staff
developmen
t
programme
PC based
Intranet
Email and
Microsoft
Office
applications
Staff are
willing to
learn
PC
meeting
rooms and
site
environm
ent
Yes
Yes but the
training
material did
not organize
in proper
manner
Ensure Resolve all Knowledge Face-to-face Email and Incentives link Part of pre- Maintain Yes Yes
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Page 32 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
defects are
resolved
before
putting the
new system
into
operations
defects before
handover the
system
application
(direction
routines)
project
meetings
word
processing
documents
to
performance
appraisal
commissioni
ng activities
higher
performan
ce
standard
2
Ensure
maintenance
contractor
have
competence
to maintain
the system
Strengthen
contractor
monitoring
and
supervision
Knowledge
application
(routines)
Face-to-face
performance
review
meetings
Part of post-
commissioni
ng activities
Yes Yes
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Steps 8 ndash Develop additional needed KM systems mechanisms and technologies
Priority Major Processes Sub-processes Recommended KM Processes Develop Additional Needed KM Systems
Mechanisms Technologies
5 Build a knowledge
database for AFC
Establish a knowledge
database
(1) Knowledge capture
(externalization internalization)
(2) Knowledge application
(routines)
Convert AFC knowledge into explicit
forms
(1) Apply SharePoint to build a
document-management platform for
AFC SharePoint needs to be
customized the architecture for AFC
As such it becomes an access shared
workspaces information stores and
documents
(2) Apply MTR Creator (Web-based
discussion groups) to share
knowledge for AFC
45
Ensure maintenance
contractor have
competence to
maintain the system
Share knowledge with
collaboration partners
(1) Knowledge sharing
(socialization exchange)
(2) Knowledge application
(direction routines)
(1) Utilize of knowledge stored in
SharePoint
(2) Assess the competence level of
maintenance contractor periodically
4
Capture key
knowledge from
experience staff
Arrange on-the-job
training to experience
staff
Knowledge sharing (socialization
exchange)
(1) Capture and transfer of expertsrsquo
knowledge into procedures in
centralize electronic document system
(2) Conduct case study to strengthen
internalization process
35 Strengthen training
and practice for
AFCSDT
Conduct drill exercise Knowledge application (direction
routines)
To share drill report procedures best
practices and lessons learned for AFC
25 Arrange formal training Knowledge capture
(externalization internalization) To share training material for AFC
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94 Analysis and Recommendation
Base on the above Item 93 of KM assessment below are the analysis and recommendation
941 Analysis
- MTR is a large transportation company that pursued a low-cost business strategy to operate
its systems in a safe and reliable manner
- MTR faces low levels of uncertainty because of monopoly AFC tasks are highly dependent
because individual machines are co-related
- MTR relies mainly on explicit procedure knowledge However several projects and railway
extensions make frequent changes in the system As such MTR becomes more rely on the
tacit knowledge possessed by its employees
- MTR had pursued technologies (eg SharePoint and Web-based discussion groups) to
support knowledge management The company had set-up the platform but there was no
expertise to customize particular application Staff had just used these softwares as rituals
rather than knowledge capturing or sharing platform
942 Recommendations
- To enhance people-to-document through more on-the-job training and develop an electronic
document system that codifies stores disseminates and allows reuse of knowledge for AFC
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Page 35 of 72
- MTR had successfully applied the SharePoint in projects and railway extensions as pilot
Because of the reuse economics MTR shall further extend the application of SharePoint in
Operations Department and arrange expertise to customize the application for AFC
- Establishment and use of communities of AFC to support socialisation capture and reuse of
knowledge To enhance socialisation through more job attachments meetings and group
projects
- To enhance internalisation through more training case studies and presentations
- To motivate staff to setup amp maintain KMS for ongoing operations
bull Physiological need
ndash Review salary by staff performance
ndash Clear reward system
bull Safety need
ndash Job is secured even though share knowledge with others
ndash Training for staff without enough skill
bull Belongingness need
ndash Knowledge sharing (eg Share knowledge in SharePoint)
ndash More team activity (eg Work Improvement Team for AFC)
bull Self esteem need
ndash Social relationship with other
ndash After-office-hour activities
ndash Promotion opportunity
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10 Implementation Strategies and Plan
Below are the implementation strategies and plans
101 Use Information Technologies and Existing Resources
Based on Item 94 of KM analysis and recommendation below are the implementation details and
strategies Information technologies will be used as practical tools for activities mainly performed
and directed by humans to achieve real knowledge-based organizations Further it is inclined to use
existing resources and infrastructure due to time and budget constraints
102 Web-based Technologies
Among information technologies the web-based collaborative tools such as Wiki are very
successful and made it possible for corporate employees to continuously contribute and access
information to and from the central repository Virtual world further increased collaborative
opportunities in the process of knowledge sharing In virtual world a team can work synchronously
The new generations of virtual world tools allow the team not only meet and exchange ideas verbally
but also document them by creating processes procedures and diagrams of concepts that are
explicitly formed one part of the base of organizational knowledge
103 Codification Approach
One strategy to KM involves active management of knowledge (push strategy) In such an instance
individuals strive to explicitly encode their knowledge into a shared knowledge repository such as a
database as well as retrieving knowledge they need which other individuals have provided to the
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Page 37 of 72
repository This is also commonly known as codification approach to KM In the below section
SharePoint will be used to implement a shared knowledge repository
104 Personalization Approach
Another strategy to KM involves individuals who make requests for knowledge from experts
associated with a particular subject on an ad hoc basis (pull strategy) In such an instance experts
can provide their insights to the particular person or people who need this information This is also
commonly known as the personalization approach to KM In the below section MTR Creators will
be used to implement an E-Discussion Forum Within MTR Creators Subject Matter Advisor (SMA)
will act as an expert to provide feedback to particular questioner
105 KM Mechanisms
Knowledge can be accessed at three stages of ldquobeforerdquo ldquoduringrdquo and ldquoafter KM-related activities
Different organizations have tried various knowledge capture incentives including making content
submission mandatory and incorporating rewards into performance measurement plans as motivation
Whenever staff found that KMS is useful for them or once the habit of contributing sharing and
accessing knowledge is instilled incentivesmotivation are no longer required In the below section
rewards scheme will be incorporated into Annual Performance Appraisal to evaluate the contribution
of KM
106 Knowledge Management Software
Knowledge Management Software is a subset of enterprise content management software which
contains a range of software that specializes in the way information is collected stored andor
accessed The knowledge management is based on a range of practices used by an individual a
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Page 38 of 72
business and a large corporation to identify create represent and redistribute information for a
range of purposes Software that enables an information practice or range of practices at any part of
the processes of information management can be deemed as information management software A
subset of information management software emphasizes an approach to build knowledge out of
information that is managed or contained which is often called knowledge management software
107 Selection of Knowledge Management Software
In 2008 and 2009 MTR had spent a lot of resources and make huge investments in the latest
technologies (eg SharePoint 2007) systems (MTR Creators) and infrastructures to support
knowledge management Furthermore these knowledge management software tools have the
advantages of using organizationrsquos existing information technology infrastructure with supporting by
senior management Additionally there was no funding for the implementation of this project
Hence existing resources will be made good use of building the application for AFC instead of
sourcing alternative software
1071 SWOT Analysis
In the following table a SWOT analysis is conducted SharePoint (existing resources) and PC Base
Expert System are selected for comparison The aim is to select the right technology to build the
web-base knowledge repositories
SharePoint PC Base Expert System
Strength
(1) Because of existing resources
(introduced in end 2008) it is not required
(1) Can develop as artificial
intelligence by means of Case-
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Page 39 of 72
to raise funding
(2) Minimum user training
(3) Just need to do the setup customization
and administrative work
(4) Web-base document library can also
fulfill business objectives
(5) Relative easy to do the setup
customization amp administration
based or rule-Based reasoning
systems
(2) Can develop as web-base
library
(3) Fulfill business objectives
Weakness
Expertise to do setup customization amp
administration
(1) Need to raise additional cost
Relative longer development time
(2) Need expertise to develop
Opportunities
(1) Relative easy to get short win
(2) Management support in prior
More applications by means of
Case-based or rule-based
reasoning systems
Threat
Limited applications Higher cost but other technologies
may fulfill the same objectives
In the following table SWOT analysis is conducted MTR Creators (existing resources) and Yahoo
Knowledge are selected for comparison The aim is to select the right collaborative technology
(groupware etc) to build an E-discussion forum
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Page 40 of 72
MTR Creators Yahoo Knowledge
Strength
(1) Because of existing resources
(introduced in end 2009) it is not required
to raise funding
(2) Minimum user training
(3) Just need to do the setup
customization and administrative work
(4) The web-base discussion forum can
fulfill business objectives
(1) Able to fulfill business
objectives
(2) Attractive MMI
(3) With scoring system to
encourage people to participate
(4) High degree of information
(5) Open to public
(6) No need to do setup
Weakness
(1) Limited to internal expertise
(2) Need to do the setup customization amp
administration work
Insufficient knowledge for specific
systems
Opportunities Management support in prior No cost is required
Threat
Have redundancy by means of Email or
other technologies
The answer has no guarantee
After analyzed SharePoint is selected to build web-base knowledge repositories because of no cost
and short implementation time while MTR Creators is selected to build an E-discussion forum with
the same reason More important both technologies are able to fulfill business objectives
108 Implementation Approaches
Both SharePoint and MTR Creators were not widely adopted at the beginning (mid of 2009) This
was because no expertise was willing to do the customization setup and administration work for the
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Page 41 of 72
particular applications within the department In light of this these resources will be made good use
of and tried to maximize the utilization of these technologies and existing infrastructure In the
below sections setup customization and administrative works for SharePoint and MTR Creators
will be conducted The purpose is to build an E-document library and E-discussion forum to in line
with KM mechanisms
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Page 42 of 72
109 Implementation Plan
Below is the project timeline In Jan 2010 all the setup and customization works for AFC had been completed In Feb 2010
application for these technologies together with other KM mechanisms had been started AFC SDT and other AFC team with a total
of about 22 staff were selected to apply the KMS for AFC In Jan 2010 a questionnaire had been sent to them to collect their needs
for AFC and their views for KMS In Jun 2010 another questionnaire had been sent to them to collect their comments after applying
the KMS for five months
November January February March April May
1 Review business context
2 Problem statement
3 Define project objective amp scope
4 Literature review
5 Data collection amp assessment
6 Implementation
7 Performance evaluation amp control
8 Submit project report
Tasks2009 2010
DescriptionJuneDecember
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1010 SharePoint
Microsoft SharePoint also known as Microsoft SharePoint Products and Technologies is a content
management system with integrated search functionality developed by Microsoft that allows users to
work in a web-based collaborative environment Microsoft provides certain built-in functionality and
third party developers can also develop custom modifications to extend functionalities
SharePoint is a collection of products and software elements that includes among a growing selection
of components web browser based collaboration functions process management modules search
modules and a document-management platform SharePoint can be used to host web sites that access
shared workspaces information stores and documents as well as host defined applications such as
wikis and blogs All users can manipulate proprietary controls called web parts or interact with
pieces of content such as lists and document libraries
10101 Background of Corporate Document Management System at MTR
In year 2008 MTR selected Microsoft SharePoint 2007 as the future document management platform
This platform became part of the infrastructure of Document Management System (DMS) for all
departments and supported the on-going document management needs of MTR Corporation
In mid 2008 the DMS platform was established by IT department in MTR The application setup and
administration work was relied on individual department In end 2008 these two pilot trials were
rolled out with satisfactory result which interested other departments to migrate their legacy system
into e-library Basically the application setup and ownership were released to individual department
The DMS consists of Document Libraries owned by various departments and working groups Please
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Page 44 of 72
refer below Figure 5 for Enterprise Information Portal After clicking the DMS in Figure 5 the site
hierarchy tree of Document Libraries folders were expanded as illustrated in Figure 6
Figure 5 Figure 6
Referring to Figure 6 the Site Hierarchy Tree shows the document libraries that are available
in corresponding departmentrsquos folder The Document Libraries is a place on a site where user can
create share and update files It contains custom properties that stores metadata of files in the libraries
and also provides fine-grained security for granting access to those files The Document Libraries are
owned by various departments and working groups in the Operations Division Respective owner
possesses the autonomy to control who can access and to what extent under the Document Libraries
Due to various issues (for example some departments are not familiar with Information System setup
and not willing to take up the duties and responsibilities of being an administrator etc) the application
of SharePoint was not widely adopted in Operations Division
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10102 Use SharePoint as E-Document Library for AFC
Before 2009 SharePoint had never been applied to AFC knowledge management activities In Jan
2010 the initial set up share folder creation and the knowledge sharing activities for AFC among all
my staff had been conducted I acted as an Administrator role to govern knowledge management
activities in SharePoint Basically Administrators needed to manage the access permission and folder
structure of individual document libraries Meanwhile other working teams were encouraged to share
their knowledge and useful documents in SharePoint Before starting these activities in SharePoint the
following setup was required to arrange
10103 Created the folder structure
In the below Figure 7 the folder structure of a document library at Site Hierarchy called AFC SDT
was created AFC staff could add files to the library and other people can make changes to them
Those changes would be stored in the library at server not at their own computers And other people
could easily access the files by using a Web browser provided that they have been granted the
permissions to do so
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Figure 7 Figure 8
10104 Define Content Types
In the above Figure 8 the content type was defined which is suitable for AFC application A content
type is used to define the attributes of a document Each content type can store different attributes in
the document library and also can associate with different document library For example all
deliverable documents in a project file may require a set of attributes such as project code and project
owner By creating a project content type the required information such as project code must be
assured and the project owner will be associated with all variants of user deliverable documents for
AFC
10105 File Permission Settings
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Page 47 of 72
In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
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Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
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Page 49 of 72
Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
Improving Productivity amp Sustainability Through KMS
Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
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Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
Improving Productivity amp Sustainability Through KMS
Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
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PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
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10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
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11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
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Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 25
Improving Productivity amp Sustainability Through KMS
Page 23 of 72
Steps 1 amp 2 ndash Identify task-oriented key processes and assess the contingency factors
Business
Objectives Major Processes Sub-processes
Assess the Contingency Factors
Task Characteristics Knowledge Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environmental
Uncertainty =
High or Low
Task
Uncertainty =
High or Low
Task
Dependence =
High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain key
knowledge for
AFC
Form a special team for
AFC work
Form an AFC
Special Duty Team
(AFCSDT)
Low NA NA NA Large NA NA
Strengthen training and
practice for AFCSDT
Arrange formal
training Low Low Explicit Procedural Large Low cost Low
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Build a knowledge
database for AFC
Establish a
knowledge database Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Ensure no
operations
impact during
outsource of
AFC
maintenance
service
Capture key knowledge
from experience staff
Arrange job
attachment to
experience staff
NA NA Both NA Small Low cost Low
Ensure maintenance
contractor have
competence to maintain
the system
Share knowledge
with collaboration
partners
Low High Tacit Both Small Low cost Low
Strengthen contractor
monitoring and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low
Ensure no
operations
impact during
new project or
new
stationline
opening
Ensure new system to
implement according to
Particular
Specification(PS)
Capture useful
information from PS Low Low Explicit Procedural
Small (conduct
by small team) Low cost Low
Capture useful
information for test
amp commissioning
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Ensure defects are
resolved before putting
the new system into
operations
Resolve all defects
before handover NA NA Both Both
Large (done by
whole Section) Low cost Low
Improving Productivity amp Sustainability Through KMS
Page 24 of 72
Steps 3 ndash Identify the KM processes based on each contingency factor
Characteristic LevelType Recommended KM Processes
Organization
Size
Small Knowledge sharing (socialization)
Knowledge application (direction)
Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Large Knowledge sharing (exchange)
Knowledge application (routines)
Knowledge discovery (combination)
Knowledge capture (externalization internalization)
Business Strategy
Low cost Knowledge application (direction routines)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Differentiation Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Environmental
Uncertainty
Low Knowledge sharing (socialization exchange)
Knowledge capture (externalization internalization)
High Knowledge discovery (combination socialization)
Knowledge application (direction routines)
Improving Productivity amp Sustainability Through KMS
Page 25 of 72
Steps 3 ndash Identify the KM processes based on each contingency factor
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain
key
knowledge
for AFC
Form a
special team
for AFC
work
Form an
AFC Special
Duty Team
(AFCSDT)
Low NA NA NA Large NA NA NA
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Low Low Explicit Procedural Large Low cost Low
Knowledge capture
(externalization
internalization)
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Knowledge sharing
(socialization
exchange)
Build a
knowledge
database for
AFC
Establish a
knowledge
database
Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Knowledge capture
(externalization
internalization)
Ensure no
operations
impact
during
outsource
of AFC
maintenanc
e service
Capture key
knowledge
from
experience
staff
Arrange job
attachment to
experience
staff
NA NA Both NA Small Low cost Low
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Ensure
maintenance
contractor
have
Share
knowledge
with
collaboration
Low High Tacit Both Small Low cost Low
Knowledge sharing
(socialization
exchange)
Improving Productivity amp Sustainability Through KMS
Page 26 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
competence
to maintain
the system
partners
Strengthen
contractor
monitoring
and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low NA
Ensure no
operations
impact
during new
project or
new
stationline
opening
Ensure new
system to
implement
according to
Particular
Specification
(PS)
Capture
useful
information
from PS
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Capture
useful
information
for test amp
commissioni
ng
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Ensure
defects are
resolved
before
putting the
new system
into
operations
Resolve all
defects
before
handover
NA NA Both Both Large (done by
whole Section) Low cost Low
Knowledge
application
(direction
routines)
Improving Productivity amp Sustainability Through KMS
Page 27 of 72
Steps 4 ndash Prioritize the needed KM processes
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
Maintain
key
knowledg
e for AFC
Form a
special
team for
AFC
work
Form an
AFC
Special
Duty Team
(AFCSDT)
No OK NA NA No NA NA NA 0 1 2 05
Strengthe
n training
and
practice
for
AFCSDT
Arrange
formal
training
No No OK Yes No Yes No
Knowledge
capture
(externalizatio
n
internalization
)
2 1 4 25
Conduct
drill
exercise
No OK OK OK Yes Yes No
Knowledge
application
(direction
routines)
2 3 2 35
Build a
knowledg
e database
for AFC
Establish a
knowledge
database
OK Yes Yes OK Yes Yes No
(1)
Knowledge
capture
(externalizatio
n
internalization
)
(2)
Knowledge
application
(routines)
4 2 3 5
Ensure no
operations
Capture
key
Arrange on-
the-job NA OK Yes OK Yes Yes No
Knowledge
sharing 3 2 1 4
Improving Productivity amp Sustainability Through KMS
Page 28 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
impact
during
outsource
of AFC
maintenan
ce service
knowledg
e from
experienc
e staff
training to
experience
staff
(socialization
exchange)
Ensure
maintenan
ce
contractor
are
compete
to
maintain
the
system
Share
knowledge
with
collaboratio
n partners
No Yes Yes OK Yes Yes No
(1)
Knowledge
sharing
(socialization
exchange) (2)
Knowledge
application
(direction
routines)
4 1 1 45
Strengthen
contractor
monitoring
and
supervision
NA NA No Yes No Yes No
Knowledge
application
(routines)
2 0 3 2
Ensure no
operations
impact
during
new
project or
new
stationlin
e opening
Ensure
new
system to
implemen
t
according
to
Particular
Specificat
ion(PS)
Capture
useful
information
from
Particular
Specificatio
n
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
)
3 0 4 3
Capture
useful
information
for test amp
commissioni
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
3 0 4 3
Improving Productivity amp Sustainability Through KMS
Page 29 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
ng )
Ensure
defects
are
resolved
before
putting
the new
system
into
operations
Resolve all
defects
before
handover
the system
NA NA OK Yes No Yes No
Knowledge
application
(direction
routines)
3 1 2 25
Yes = 1 OK = 05 No = 0
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Page 30 of 72
Steps 5 amp 7 ndash Identify the existing KM processes and assess the KM infrastructure
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
5
Build a
knowledge
database for
AFC
Establish a
knowledge
database
(1) Knowledge
capture
(externalization
internalization)
(2) Knowledge
application
(routines)
Centralize
technical
library
Intranet to
keep Work
Instruction
(WI)
procedure and
drawings
Top
management
support
Relies
mainly on
paper-based
central
library and
intranet
Intranet
calendaring
Web-based
discussion
group Staff are
willing to
share
informati
on and
knowledg
e
PC
training
room and
on-site
equipmen
t
Yes but
low
efficiency
No as
system
complexity
became
higher the
effectiveeff
iciency was
dropped due
to poor
organizing
of
information
and
knowledge
45
Ensure
maintenance
contractor
have
competence
to maintain
the system
Share
knowledge
with
collaboration
partners
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Arrange
formal
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Relied on
Email and
SharePoint
PC based
Internet and
SharePoint
Yes
Yes but
needs to
ensure new
staff(due to
turnover)
are also
competence
4
Capture key
knowledge
from
Arrange on-
the-job
training to
Knowledge
sharing
(socialization
Learning by
observation
and practice
Email and
word
processing
Mentorship
PC based
Intranet
Email and
Yes but
low
efficiency
No because
mentorship
scheme
Improving Productivity amp Sustainability Through KMS
Page 31 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
experience
staff
experience
staff
exchange) documents Microsoft
Office
applications
could only
arrange one
or two staff
for job-
attachment
35
Strengthen
training and
practice for
AFCSDT
Conduct drill
exercise
Knowledge
application
(direction
routines)
Learning by
practice
Relied on
Microsoft
Office
applications
Yes
Yes but
there is no
plan to
conduct the
drill and the
report did
not organize
in proper
manner
3
Ensure new
system to
implement
according to
Particular
Specificatio
n
Capture useful
information
from PS Knowledge
capture
(externalization
internalization)
Face-to-face
project
meetings
Project
submissions
by Email
Incentives link
to
performance
appraisal
Relied on
Email and
Sharepoint
PC based
Internet and
Sharepoint
Contracto
r are
willing to
share
informati
on with
client
PC
meeting
rooms and
site
environm
ent
Yes Yes Capture useful
information
for test amp
commissionin
g
25
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Knowledge
capture
(externalization
internalization)
Classroom
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Top
management
encouragemen
t
Part of staff
developmen
t
programme
PC based
Intranet
Email and
Microsoft
Office
applications
Staff are
willing to
learn
PC
meeting
rooms and
site
environm
ent
Yes
Yes but the
training
material did
not organize
in proper
manner
Ensure Resolve all Knowledge Face-to-face Email and Incentives link Part of pre- Maintain Yes Yes
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Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
defects are
resolved
before
putting the
new system
into
operations
defects before
handover the
system
application
(direction
routines)
project
meetings
word
processing
documents
to
performance
appraisal
commissioni
ng activities
higher
performan
ce
standard
2
Ensure
maintenance
contractor
have
competence
to maintain
the system
Strengthen
contractor
monitoring
and
supervision
Knowledge
application
(routines)
Face-to-face
performance
review
meetings
Part of post-
commissioni
ng activities
Yes Yes
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Steps 8 ndash Develop additional needed KM systems mechanisms and technologies
Priority Major Processes Sub-processes Recommended KM Processes Develop Additional Needed KM Systems
Mechanisms Technologies
5 Build a knowledge
database for AFC
Establish a knowledge
database
(1) Knowledge capture
(externalization internalization)
(2) Knowledge application
(routines)
Convert AFC knowledge into explicit
forms
(1) Apply SharePoint to build a
document-management platform for
AFC SharePoint needs to be
customized the architecture for AFC
As such it becomes an access shared
workspaces information stores and
documents
(2) Apply MTR Creator (Web-based
discussion groups) to share
knowledge for AFC
45
Ensure maintenance
contractor have
competence to
maintain the system
Share knowledge with
collaboration partners
(1) Knowledge sharing
(socialization exchange)
(2) Knowledge application
(direction routines)
(1) Utilize of knowledge stored in
SharePoint
(2) Assess the competence level of
maintenance contractor periodically
4
Capture key
knowledge from
experience staff
Arrange on-the-job
training to experience
staff
Knowledge sharing (socialization
exchange)
(1) Capture and transfer of expertsrsquo
knowledge into procedures in
centralize electronic document system
(2) Conduct case study to strengthen
internalization process
35 Strengthen training
and practice for
AFCSDT
Conduct drill exercise Knowledge application (direction
routines)
To share drill report procedures best
practices and lessons learned for AFC
25 Arrange formal training Knowledge capture
(externalization internalization) To share training material for AFC
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94 Analysis and Recommendation
Base on the above Item 93 of KM assessment below are the analysis and recommendation
941 Analysis
- MTR is a large transportation company that pursued a low-cost business strategy to operate
its systems in a safe and reliable manner
- MTR faces low levels of uncertainty because of monopoly AFC tasks are highly dependent
because individual machines are co-related
- MTR relies mainly on explicit procedure knowledge However several projects and railway
extensions make frequent changes in the system As such MTR becomes more rely on the
tacit knowledge possessed by its employees
- MTR had pursued technologies (eg SharePoint and Web-based discussion groups) to
support knowledge management The company had set-up the platform but there was no
expertise to customize particular application Staff had just used these softwares as rituals
rather than knowledge capturing or sharing platform
942 Recommendations
- To enhance people-to-document through more on-the-job training and develop an electronic
document system that codifies stores disseminates and allows reuse of knowledge for AFC
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Page 35 of 72
- MTR had successfully applied the SharePoint in projects and railway extensions as pilot
Because of the reuse economics MTR shall further extend the application of SharePoint in
Operations Department and arrange expertise to customize the application for AFC
- Establishment and use of communities of AFC to support socialisation capture and reuse of
knowledge To enhance socialisation through more job attachments meetings and group
projects
- To enhance internalisation through more training case studies and presentations
- To motivate staff to setup amp maintain KMS for ongoing operations
bull Physiological need
ndash Review salary by staff performance
ndash Clear reward system
bull Safety need
ndash Job is secured even though share knowledge with others
ndash Training for staff without enough skill
bull Belongingness need
ndash Knowledge sharing (eg Share knowledge in SharePoint)
ndash More team activity (eg Work Improvement Team for AFC)
bull Self esteem need
ndash Social relationship with other
ndash After-office-hour activities
ndash Promotion opportunity
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10 Implementation Strategies and Plan
Below are the implementation strategies and plans
101 Use Information Technologies and Existing Resources
Based on Item 94 of KM analysis and recommendation below are the implementation details and
strategies Information technologies will be used as practical tools for activities mainly performed
and directed by humans to achieve real knowledge-based organizations Further it is inclined to use
existing resources and infrastructure due to time and budget constraints
102 Web-based Technologies
Among information technologies the web-based collaborative tools such as Wiki are very
successful and made it possible for corporate employees to continuously contribute and access
information to and from the central repository Virtual world further increased collaborative
opportunities in the process of knowledge sharing In virtual world a team can work synchronously
The new generations of virtual world tools allow the team not only meet and exchange ideas verbally
but also document them by creating processes procedures and diagrams of concepts that are
explicitly formed one part of the base of organizational knowledge
103 Codification Approach
One strategy to KM involves active management of knowledge (push strategy) In such an instance
individuals strive to explicitly encode their knowledge into a shared knowledge repository such as a
database as well as retrieving knowledge they need which other individuals have provided to the
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Page 37 of 72
repository This is also commonly known as codification approach to KM In the below section
SharePoint will be used to implement a shared knowledge repository
104 Personalization Approach
Another strategy to KM involves individuals who make requests for knowledge from experts
associated with a particular subject on an ad hoc basis (pull strategy) In such an instance experts
can provide their insights to the particular person or people who need this information This is also
commonly known as the personalization approach to KM In the below section MTR Creators will
be used to implement an E-Discussion Forum Within MTR Creators Subject Matter Advisor (SMA)
will act as an expert to provide feedback to particular questioner
105 KM Mechanisms
Knowledge can be accessed at three stages of ldquobeforerdquo ldquoduringrdquo and ldquoafter KM-related activities
Different organizations have tried various knowledge capture incentives including making content
submission mandatory and incorporating rewards into performance measurement plans as motivation
Whenever staff found that KMS is useful for them or once the habit of contributing sharing and
accessing knowledge is instilled incentivesmotivation are no longer required In the below section
rewards scheme will be incorporated into Annual Performance Appraisal to evaluate the contribution
of KM
106 Knowledge Management Software
Knowledge Management Software is a subset of enterprise content management software which
contains a range of software that specializes in the way information is collected stored andor
accessed The knowledge management is based on a range of practices used by an individual a
Improving Productivity amp Sustainability Through KMS
Page 38 of 72
business and a large corporation to identify create represent and redistribute information for a
range of purposes Software that enables an information practice or range of practices at any part of
the processes of information management can be deemed as information management software A
subset of information management software emphasizes an approach to build knowledge out of
information that is managed or contained which is often called knowledge management software
107 Selection of Knowledge Management Software
In 2008 and 2009 MTR had spent a lot of resources and make huge investments in the latest
technologies (eg SharePoint 2007) systems (MTR Creators) and infrastructures to support
knowledge management Furthermore these knowledge management software tools have the
advantages of using organizationrsquos existing information technology infrastructure with supporting by
senior management Additionally there was no funding for the implementation of this project
Hence existing resources will be made good use of building the application for AFC instead of
sourcing alternative software
1071 SWOT Analysis
In the following table a SWOT analysis is conducted SharePoint (existing resources) and PC Base
Expert System are selected for comparison The aim is to select the right technology to build the
web-base knowledge repositories
SharePoint PC Base Expert System
Strength
(1) Because of existing resources
(introduced in end 2008) it is not required
(1) Can develop as artificial
intelligence by means of Case-
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Page 39 of 72
to raise funding
(2) Minimum user training
(3) Just need to do the setup customization
and administrative work
(4) Web-base document library can also
fulfill business objectives
(5) Relative easy to do the setup
customization amp administration
based or rule-Based reasoning
systems
(2) Can develop as web-base
library
(3) Fulfill business objectives
Weakness
Expertise to do setup customization amp
administration
(1) Need to raise additional cost
Relative longer development time
(2) Need expertise to develop
Opportunities
(1) Relative easy to get short win
(2) Management support in prior
More applications by means of
Case-based or rule-based
reasoning systems
Threat
Limited applications Higher cost but other technologies
may fulfill the same objectives
In the following table SWOT analysis is conducted MTR Creators (existing resources) and Yahoo
Knowledge are selected for comparison The aim is to select the right collaborative technology
(groupware etc) to build an E-discussion forum
Improving Productivity amp Sustainability Through KMS
Page 40 of 72
MTR Creators Yahoo Knowledge
Strength
(1) Because of existing resources
(introduced in end 2009) it is not required
to raise funding
(2) Minimum user training
(3) Just need to do the setup
customization and administrative work
(4) The web-base discussion forum can
fulfill business objectives
(1) Able to fulfill business
objectives
(2) Attractive MMI
(3) With scoring system to
encourage people to participate
(4) High degree of information
(5) Open to public
(6) No need to do setup
Weakness
(1) Limited to internal expertise
(2) Need to do the setup customization amp
administration work
Insufficient knowledge for specific
systems
Opportunities Management support in prior No cost is required
Threat
Have redundancy by means of Email or
other technologies
The answer has no guarantee
After analyzed SharePoint is selected to build web-base knowledge repositories because of no cost
and short implementation time while MTR Creators is selected to build an E-discussion forum with
the same reason More important both technologies are able to fulfill business objectives
108 Implementation Approaches
Both SharePoint and MTR Creators were not widely adopted at the beginning (mid of 2009) This
was because no expertise was willing to do the customization setup and administration work for the
Improving Productivity amp Sustainability Through KMS
Page 41 of 72
particular applications within the department In light of this these resources will be made good use
of and tried to maximize the utilization of these technologies and existing infrastructure In the
below sections setup customization and administrative works for SharePoint and MTR Creators
will be conducted The purpose is to build an E-document library and E-discussion forum to in line
with KM mechanisms
Improving Productivity amp Sustainability Through KMS
Page 42 of 72
109 Implementation Plan
Below is the project timeline In Jan 2010 all the setup and customization works for AFC had been completed In Feb 2010
application for these technologies together with other KM mechanisms had been started AFC SDT and other AFC team with a total
of about 22 staff were selected to apply the KMS for AFC In Jan 2010 a questionnaire had been sent to them to collect their needs
for AFC and their views for KMS In Jun 2010 another questionnaire had been sent to them to collect their comments after applying
the KMS for five months
November January February March April May
1 Review business context
2 Problem statement
3 Define project objective amp scope
4 Literature review
5 Data collection amp assessment
6 Implementation
7 Performance evaluation amp control
8 Submit project report
Tasks2009 2010
DescriptionJuneDecember
Improving Productivity amp Sustainability Through KMS
Page 43 of 72
1010 SharePoint
Microsoft SharePoint also known as Microsoft SharePoint Products and Technologies is a content
management system with integrated search functionality developed by Microsoft that allows users to
work in a web-based collaborative environment Microsoft provides certain built-in functionality and
third party developers can also develop custom modifications to extend functionalities
SharePoint is a collection of products and software elements that includes among a growing selection
of components web browser based collaboration functions process management modules search
modules and a document-management platform SharePoint can be used to host web sites that access
shared workspaces information stores and documents as well as host defined applications such as
wikis and blogs All users can manipulate proprietary controls called web parts or interact with
pieces of content such as lists and document libraries
10101 Background of Corporate Document Management System at MTR
In year 2008 MTR selected Microsoft SharePoint 2007 as the future document management platform
This platform became part of the infrastructure of Document Management System (DMS) for all
departments and supported the on-going document management needs of MTR Corporation
In mid 2008 the DMS platform was established by IT department in MTR The application setup and
administration work was relied on individual department In end 2008 these two pilot trials were
rolled out with satisfactory result which interested other departments to migrate their legacy system
into e-library Basically the application setup and ownership were released to individual department
The DMS consists of Document Libraries owned by various departments and working groups Please
Improving Productivity amp Sustainability Through KMS
Page 44 of 72
refer below Figure 5 for Enterprise Information Portal After clicking the DMS in Figure 5 the site
hierarchy tree of Document Libraries folders were expanded as illustrated in Figure 6
Figure 5 Figure 6
Referring to Figure 6 the Site Hierarchy Tree shows the document libraries that are available
in corresponding departmentrsquos folder The Document Libraries is a place on a site where user can
create share and update files It contains custom properties that stores metadata of files in the libraries
and also provides fine-grained security for granting access to those files The Document Libraries are
owned by various departments and working groups in the Operations Division Respective owner
possesses the autonomy to control who can access and to what extent under the Document Libraries
Due to various issues (for example some departments are not familiar with Information System setup
and not willing to take up the duties and responsibilities of being an administrator etc) the application
of SharePoint was not widely adopted in Operations Division
Improving Productivity amp Sustainability Through KMS
Page 45 of 72
10102 Use SharePoint as E-Document Library for AFC
Before 2009 SharePoint had never been applied to AFC knowledge management activities In Jan
2010 the initial set up share folder creation and the knowledge sharing activities for AFC among all
my staff had been conducted I acted as an Administrator role to govern knowledge management
activities in SharePoint Basically Administrators needed to manage the access permission and folder
structure of individual document libraries Meanwhile other working teams were encouraged to share
their knowledge and useful documents in SharePoint Before starting these activities in SharePoint the
following setup was required to arrange
10103 Created the folder structure
In the below Figure 7 the folder structure of a document library at Site Hierarchy called AFC SDT
was created AFC staff could add files to the library and other people can make changes to them
Those changes would be stored in the library at server not at their own computers And other people
could easily access the files by using a Web browser provided that they have been granted the
permissions to do so
Improving Productivity amp Sustainability Through KMS
Page 46 of 72
Figure 7 Figure 8
10104 Define Content Types
In the above Figure 8 the content type was defined which is suitable for AFC application A content
type is used to define the attributes of a document Each content type can store different attributes in
the document library and also can associate with different document library For example all
deliverable documents in a project file may require a set of attributes such as project code and project
owner By creating a project content type the required information such as project code must be
assured and the project owner will be associated with all variants of user deliverable documents for
AFC
10105 File Permission Settings
Improving Productivity amp Sustainability Through KMS
Page 47 of 72
In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
Improving Productivity amp Sustainability Through KMS
Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
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Page 49 of 72
Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
Improving Productivity amp Sustainability Through KMS
Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
Improving Productivity amp Sustainability Through KMS
Page 51 of 72
Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
Improving Productivity amp Sustainability Through KMS
Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
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Page 53 of 72
PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
Improving Productivity amp Sustainability Through KMS
Page 56 of 72
10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
Improving Productivity amp Sustainability Through KMS
Page 57 of 72
11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 26
Improving Productivity amp Sustainability Through KMS
Page 24 of 72
Steps 3 ndash Identify the KM processes based on each contingency factor
Characteristic LevelType Recommended KM Processes
Organization
Size
Small Knowledge sharing (socialization)
Knowledge application (direction)
Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Large Knowledge sharing (exchange)
Knowledge application (routines)
Knowledge discovery (combination)
Knowledge capture (externalization internalization)
Business Strategy
Low cost Knowledge application (direction routines)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Differentiation Knowledge discovery (combination socialization)
Knowledge capture (externalization internalization)
Knowledge sharing (socialization exchange)
Environmental
Uncertainty
Low Knowledge sharing (socialization exchange)
Knowledge capture (externalization internalization)
High Knowledge discovery (combination socialization)
Knowledge application (direction routines)
Improving Productivity amp Sustainability Through KMS
Page 25 of 72
Steps 3 ndash Identify the KM processes based on each contingency factor
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain
key
knowledge
for AFC
Form a
special team
for AFC
work
Form an
AFC Special
Duty Team
(AFCSDT)
Low NA NA NA Large NA NA NA
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Low Low Explicit Procedural Large Low cost Low
Knowledge capture
(externalization
internalization)
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Knowledge sharing
(socialization
exchange)
Build a
knowledge
database for
AFC
Establish a
knowledge
database
Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Knowledge capture
(externalization
internalization)
Ensure no
operations
impact
during
outsource
of AFC
maintenanc
e service
Capture key
knowledge
from
experience
staff
Arrange job
attachment to
experience
staff
NA NA Both NA Small Low cost Low
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Ensure
maintenance
contractor
have
Share
knowledge
with
collaboration
Low High Tacit Both Small Low cost Low
Knowledge sharing
(socialization
exchange)
Improving Productivity amp Sustainability Through KMS
Page 26 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
competence
to maintain
the system
partners
Strengthen
contractor
monitoring
and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low NA
Ensure no
operations
impact
during new
project or
new
stationline
opening
Ensure new
system to
implement
according to
Particular
Specification
(PS)
Capture
useful
information
from PS
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Capture
useful
information
for test amp
commissioni
ng
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Ensure
defects are
resolved
before
putting the
new system
into
operations
Resolve all
defects
before
handover
NA NA Both Both Large (done by
whole Section) Low cost Low
Knowledge
application
(direction
routines)
Improving Productivity amp Sustainability Through KMS
Page 27 of 72
Steps 4 ndash Prioritize the needed KM processes
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
Maintain
key
knowledg
e for AFC
Form a
special
team for
AFC
work
Form an
AFC
Special
Duty Team
(AFCSDT)
No OK NA NA No NA NA NA 0 1 2 05
Strengthe
n training
and
practice
for
AFCSDT
Arrange
formal
training
No No OK Yes No Yes No
Knowledge
capture
(externalizatio
n
internalization
)
2 1 4 25
Conduct
drill
exercise
No OK OK OK Yes Yes No
Knowledge
application
(direction
routines)
2 3 2 35
Build a
knowledg
e database
for AFC
Establish a
knowledge
database
OK Yes Yes OK Yes Yes No
(1)
Knowledge
capture
(externalizatio
n
internalization
)
(2)
Knowledge
application
(routines)
4 2 3 5
Ensure no
operations
Capture
key
Arrange on-
the-job NA OK Yes OK Yes Yes No
Knowledge
sharing 3 2 1 4
Improving Productivity amp Sustainability Through KMS
Page 28 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
impact
during
outsource
of AFC
maintenan
ce service
knowledg
e from
experienc
e staff
training to
experience
staff
(socialization
exchange)
Ensure
maintenan
ce
contractor
are
compete
to
maintain
the
system
Share
knowledge
with
collaboratio
n partners
No Yes Yes OK Yes Yes No
(1)
Knowledge
sharing
(socialization
exchange) (2)
Knowledge
application
(direction
routines)
4 1 1 45
Strengthen
contractor
monitoring
and
supervision
NA NA No Yes No Yes No
Knowledge
application
(routines)
2 0 3 2
Ensure no
operations
impact
during
new
project or
new
stationlin
e opening
Ensure
new
system to
implemen
t
according
to
Particular
Specificat
ion(PS)
Capture
useful
information
from
Particular
Specificatio
n
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
)
3 0 4 3
Capture
useful
information
for test amp
commissioni
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
3 0 4 3
Improving Productivity amp Sustainability Through KMS
Page 29 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
ng )
Ensure
defects
are
resolved
before
putting
the new
system
into
operations
Resolve all
defects
before
handover
the system
NA NA OK Yes No Yes No
Knowledge
application
(direction
routines)
3 1 2 25
Yes = 1 OK = 05 No = 0
Improving Productivity amp Sustainability Through KMS
Page 30 of 72
Steps 5 amp 7 ndash Identify the existing KM processes and assess the KM infrastructure
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
5
Build a
knowledge
database for
AFC
Establish a
knowledge
database
(1) Knowledge
capture
(externalization
internalization)
(2) Knowledge
application
(routines)
Centralize
technical
library
Intranet to
keep Work
Instruction
(WI)
procedure and
drawings
Top
management
support
Relies
mainly on
paper-based
central
library and
intranet
Intranet
calendaring
Web-based
discussion
group Staff are
willing to
share
informati
on and
knowledg
e
PC
training
room and
on-site
equipmen
t
Yes but
low
efficiency
No as
system
complexity
became
higher the
effectiveeff
iciency was
dropped due
to poor
organizing
of
information
and
knowledge
45
Ensure
maintenance
contractor
have
competence
to maintain
the system
Share
knowledge
with
collaboration
partners
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Arrange
formal
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Relied on
Email and
SharePoint
PC based
Internet and
SharePoint
Yes
Yes but
needs to
ensure new
staff(due to
turnover)
are also
competence
4
Capture key
knowledge
from
Arrange on-
the-job
training to
Knowledge
sharing
(socialization
Learning by
observation
and practice
Email and
word
processing
Mentorship
PC based
Intranet
Email and
Yes but
low
efficiency
No because
mentorship
scheme
Improving Productivity amp Sustainability Through KMS
Page 31 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
experience
staff
experience
staff
exchange) documents Microsoft
Office
applications
could only
arrange one
or two staff
for job-
attachment
35
Strengthen
training and
practice for
AFCSDT
Conduct drill
exercise
Knowledge
application
(direction
routines)
Learning by
practice
Relied on
Microsoft
Office
applications
Yes
Yes but
there is no
plan to
conduct the
drill and the
report did
not organize
in proper
manner
3
Ensure new
system to
implement
according to
Particular
Specificatio
n
Capture useful
information
from PS Knowledge
capture
(externalization
internalization)
Face-to-face
project
meetings
Project
submissions
by Email
Incentives link
to
performance
appraisal
Relied on
Email and
Sharepoint
PC based
Internet and
Sharepoint
Contracto
r are
willing to
share
informati
on with
client
PC
meeting
rooms and
site
environm
ent
Yes Yes Capture useful
information
for test amp
commissionin
g
25
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Knowledge
capture
(externalization
internalization)
Classroom
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Top
management
encouragemen
t
Part of staff
developmen
t
programme
PC based
Intranet
Email and
Microsoft
Office
applications
Staff are
willing to
learn
PC
meeting
rooms and
site
environm
ent
Yes
Yes but the
training
material did
not organize
in proper
manner
Ensure Resolve all Knowledge Face-to-face Email and Incentives link Part of pre- Maintain Yes Yes
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Page 32 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
defects are
resolved
before
putting the
new system
into
operations
defects before
handover the
system
application
(direction
routines)
project
meetings
word
processing
documents
to
performance
appraisal
commissioni
ng activities
higher
performan
ce
standard
2
Ensure
maintenance
contractor
have
competence
to maintain
the system
Strengthen
contractor
monitoring
and
supervision
Knowledge
application
(routines)
Face-to-face
performance
review
meetings
Part of post-
commissioni
ng activities
Yes Yes
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Steps 8 ndash Develop additional needed KM systems mechanisms and technologies
Priority Major Processes Sub-processes Recommended KM Processes Develop Additional Needed KM Systems
Mechanisms Technologies
5 Build a knowledge
database for AFC
Establish a knowledge
database
(1) Knowledge capture
(externalization internalization)
(2) Knowledge application
(routines)
Convert AFC knowledge into explicit
forms
(1) Apply SharePoint to build a
document-management platform for
AFC SharePoint needs to be
customized the architecture for AFC
As such it becomes an access shared
workspaces information stores and
documents
(2) Apply MTR Creator (Web-based
discussion groups) to share
knowledge for AFC
45
Ensure maintenance
contractor have
competence to
maintain the system
Share knowledge with
collaboration partners
(1) Knowledge sharing
(socialization exchange)
(2) Knowledge application
(direction routines)
(1) Utilize of knowledge stored in
SharePoint
(2) Assess the competence level of
maintenance contractor periodically
4
Capture key
knowledge from
experience staff
Arrange on-the-job
training to experience
staff
Knowledge sharing (socialization
exchange)
(1) Capture and transfer of expertsrsquo
knowledge into procedures in
centralize electronic document system
(2) Conduct case study to strengthen
internalization process
35 Strengthen training
and practice for
AFCSDT
Conduct drill exercise Knowledge application (direction
routines)
To share drill report procedures best
practices and lessons learned for AFC
25 Arrange formal training Knowledge capture
(externalization internalization) To share training material for AFC
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94 Analysis and Recommendation
Base on the above Item 93 of KM assessment below are the analysis and recommendation
941 Analysis
- MTR is a large transportation company that pursued a low-cost business strategy to operate
its systems in a safe and reliable manner
- MTR faces low levels of uncertainty because of monopoly AFC tasks are highly dependent
because individual machines are co-related
- MTR relies mainly on explicit procedure knowledge However several projects and railway
extensions make frequent changes in the system As such MTR becomes more rely on the
tacit knowledge possessed by its employees
- MTR had pursued technologies (eg SharePoint and Web-based discussion groups) to
support knowledge management The company had set-up the platform but there was no
expertise to customize particular application Staff had just used these softwares as rituals
rather than knowledge capturing or sharing platform
942 Recommendations
- To enhance people-to-document through more on-the-job training and develop an electronic
document system that codifies stores disseminates and allows reuse of knowledge for AFC
Improving Productivity amp Sustainability Through KMS
Page 35 of 72
- MTR had successfully applied the SharePoint in projects and railway extensions as pilot
Because of the reuse economics MTR shall further extend the application of SharePoint in
Operations Department and arrange expertise to customize the application for AFC
- Establishment and use of communities of AFC to support socialisation capture and reuse of
knowledge To enhance socialisation through more job attachments meetings and group
projects
- To enhance internalisation through more training case studies and presentations
- To motivate staff to setup amp maintain KMS for ongoing operations
bull Physiological need
ndash Review salary by staff performance
ndash Clear reward system
bull Safety need
ndash Job is secured even though share knowledge with others
ndash Training for staff without enough skill
bull Belongingness need
ndash Knowledge sharing (eg Share knowledge in SharePoint)
ndash More team activity (eg Work Improvement Team for AFC)
bull Self esteem need
ndash Social relationship with other
ndash After-office-hour activities
ndash Promotion opportunity
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Page 36 of 72
10 Implementation Strategies and Plan
Below are the implementation strategies and plans
101 Use Information Technologies and Existing Resources
Based on Item 94 of KM analysis and recommendation below are the implementation details and
strategies Information technologies will be used as practical tools for activities mainly performed
and directed by humans to achieve real knowledge-based organizations Further it is inclined to use
existing resources and infrastructure due to time and budget constraints
102 Web-based Technologies
Among information technologies the web-based collaborative tools such as Wiki are very
successful and made it possible for corporate employees to continuously contribute and access
information to and from the central repository Virtual world further increased collaborative
opportunities in the process of knowledge sharing In virtual world a team can work synchronously
The new generations of virtual world tools allow the team not only meet and exchange ideas verbally
but also document them by creating processes procedures and diagrams of concepts that are
explicitly formed one part of the base of organizational knowledge
103 Codification Approach
One strategy to KM involves active management of knowledge (push strategy) In such an instance
individuals strive to explicitly encode their knowledge into a shared knowledge repository such as a
database as well as retrieving knowledge they need which other individuals have provided to the
Improving Productivity amp Sustainability Through KMS
Page 37 of 72
repository This is also commonly known as codification approach to KM In the below section
SharePoint will be used to implement a shared knowledge repository
104 Personalization Approach
Another strategy to KM involves individuals who make requests for knowledge from experts
associated with a particular subject on an ad hoc basis (pull strategy) In such an instance experts
can provide their insights to the particular person or people who need this information This is also
commonly known as the personalization approach to KM In the below section MTR Creators will
be used to implement an E-Discussion Forum Within MTR Creators Subject Matter Advisor (SMA)
will act as an expert to provide feedback to particular questioner
105 KM Mechanisms
Knowledge can be accessed at three stages of ldquobeforerdquo ldquoduringrdquo and ldquoafter KM-related activities
Different organizations have tried various knowledge capture incentives including making content
submission mandatory and incorporating rewards into performance measurement plans as motivation
Whenever staff found that KMS is useful for them or once the habit of contributing sharing and
accessing knowledge is instilled incentivesmotivation are no longer required In the below section
rewards scheme will be incorporated into Annual Performance Appraisal to evaluate the contribution
of KM
106 Knowledge Management Software
Knowledge Management Software is a subset of enterprise content management software which
contains a range of software that specializes in the way information is collected stored andor
accessed The knowledge management is based on a range of practices used by an individual a
Improving Productivity amp Sustainability Through KMS
Page 38 of 72
business and a large corporation to identify create represent and redistribute information for a
range of purposes Software that enables an information practice or range of practices at any part of
the processes of information management can be deemed as information management software A
subset of information management software emphasizes an approach to build knowledge out of
information that is managed or contained which is often called knowledge management software
107 Selection of Knowledge Management Software
In 2008 and 2009 MTR had spent a lot of resources and make huge investments in the latest
technologies (eg SharePoint 2007) systems (MTR Creators) and infrastructures to support
knowledge management Furthermore these knowledge management software tools have the
advantages of using organizationrsquos existing information technology infrastructure with supporting by
senior management Additionally there was no funding for the implementation of this project
Hence existing resources will be made good use of building the application for AFC instead of
sourcing alternative software
1071 SWOT Analysis
In the following table a SWOT analysis is conducted SharePoint (existing resources) and PC Base
Expert System are selected for comparison The aim is to select the right technology to build the
web-base knowledge repositories
SharePoint PC Base Expert System
Strength
(1) Because of existing resources
(introduced in end 2008) it is not required
(1) Can develop as artificial
intelligence by means of Case-
Improving Productivity amp Sustainability Through KMS
Page 39 of 72
to raise funding
(2) Minimum user training
(3) Just need to do the setup customization
and administrative work
(4) Web-base document library can also
fulfill business objectives
(5) Relative easy to do the setup
customization amp administration
based or rule-Based reasoning
systems
(2) Can develop as web-base
library
(3) Fulfill business objectives
Weakness
Expertise to do setup customization amp
administration
(1) Need to raise additional cost
Relative longer development time
(2) Need expertise to develop
Opportunities
(1) Relative easy to get short win
(2) Management support in prior
More applications by means of
Case-based or rule-based
reasoning systems
Threat
Limited applications Higher cost but other technologies
may fulfill the same objectives
In the following table SWOT analysis is conducted MTR Creators (existing resources) and Yahoo
Knowledge are selected for comparison The aim is to select the right collaborative technology
(groupware etc) to build an E-discussion forum
Improving Productivity amp Sustainability Through KMS
Page 40 of 72
MTR Creators Yahoo Knowledge
Strength
(1) Because of existing resources
(introduced in end 2009) it is not required
to raise funding
(2) Minimum user training
(3) Just need to do the setup
customization and administrative work
(4) The web-base discussion forum can
fulfill business objectives
(1) Able to fulfill business
objectives
(2) Attractive MMI
(3) With scoring system to
encourage people to participate
(4) High degree of information
(5) Open to public
(6) No need to do setup
Weakness
(1) Limited to internal expertise
(2) Need to do the setup customization amp
administration work
Insufficient knowledge for specific
systems
Opportunities Management support in prior No cost is required
Threat
Have redundancy by means of Email or
other technologies
The answer has no guarantee
After analyzed SharePoint is selected to build web-base knowledge repositories because of no cost
and short implementation time while MTR Creators is selected to build an E-discussion forum with
the same reason More important both technologies are able to fulfill business objectives
108 Implementation Approaches
Both SharePoint and MTR Creators were not widely adopted at the beginning (mid of 2009) This
was because no expertise was willing to do the customization setup and administration work for the
Improving Productivity amp Sustainability Through KMS
Page 41 of 72
particular applications within the department In light of this these resources will be made good use
of and tried to maximize the utilization of these technologies and existing infrastructure In the
below sections setup customization and administrative works for SharePoint and MTR Creators
will be conducted The purpose is to build an E-document library and E-discussion forum to in line
with KM mechanisms
Improving Productivity amp Sustainability Through KMS
Page 42 of 72
109 Implementation Plan
Below is the project timeline In Jan 2010 all the setup and customization works for AFC had been completed In Feb 2010
application for these technologies together with other KM mechanisms had been started AFC SDT and other AFC team with a total
of about 22 staff were selected to apply the KMS for AFC In Jan 2010 a questionnaire had been sent to them to collect their needs
for AFC and their views for KMS In Jun 2010 another questionnaire had been sent to them to collect their comments after applying
the KMS for five months
November January February March April May
1 Review business context
2 Problem statement
3 Define project objective amp scope
4 Literature review
5 Data collection amp assessment
6 Implementation
7 Performance evaluation amp control
8 Submit project report
Tasks2009 2010
DescriptionJuneDecember
Improving Productivity amp Sustainability Through KMS
Page 43 of 72
1010 SharePoint
Microsoft SharePoint also known as Microsoft SharePoint Products and Technologies is a content
management system with integrated search functionality developed by Microsoft that allows users to
work in a web-based collaborative environment Microsoft provides certain built-in functionality and
third party developers can also develop custom modifications to extend functionalities
SharePoint is a collection of products and software elements that includes among a growing selection
of components web browser based collaboration functions process management modules search
modules and a document-management platform SharePoint can be used to host web sites that access
shared workspaces information stores and documents as well as host defined applications such as
wikis and blogs All users can manipulate proprietary controls called web parts or interact with
pieces of content such as lists and document libraries
10101 Background of Corporate Document Management System at MTR
In year 2008 MTR selected Microsoft SharePoint 2007 as the future document management platform
This platform became part of the infrastructure of Document Management System (DMS) for all
departments and supported the on-going document management needs of MTR Corporation
In mid 2008 the DMS platform was established by IT department in MTR The application setup and
administration work was relied on individual department In end 2008 these two pilot trials were
rolled out with satisfactory result which interested other departments to migrate their legacy system
into e-library Basically the application setup and ownership were released to individual department
The DMS consists of Document Libraries owned by various departments and working groups Please
Improving Productivity amp Sustainability Through KMS
Page 44 of 72
refer below Figure 5 for Enterprise Information Portal After clicking the DMS in Figure 5 the site
hierarchy tree of Document Libraries folders were expanded as illustrated in Figure 6
Figure 5 Figure 6
Referring to Figure 6 the Site Hierarchy Tree shows the document libraries that are available
in corresponding departmentrsquos folder The Document Libraries is a place on a site where user can
create share and update files It contains custom properties that stores metadata of files in the libraries
and also provides fine-grained security for granting access to those files The Document Libraries are
owned by various departments and working groups in the Operations Division Respective owner
possesses the autonomy to control who can access and to what extent under the Document Libraries
Due to various issues (for example some departments are not familiar with Information System setup
and not willing to take up the duties and responsibilities of being an administrator etc) the application
of SharePoint was not widely adopted in Operations Division
Improving Productivity amp Sustainability Through KMS
Page 45 of 72
10102 Use SharePoint as E-Document Library for AFC
Before 2009 SharePoint had never been applied to AFC knowledge management activities In Jan
2010 the initial set up share folder creation and the knowledge sharing activities for AFC among all
my staff had been conducted I acted as an Administrator role to govern knowledge management
activities in SharePoint Basically Administrators needed to manage the access permission and folder
structure of individual document libraries Meanwhile other working teams were encouraged to share
their knowledge and useful documents in SharePoint Before starting these activities in SharePoint the
following setup was required to arrange
10103 Created the folder structure
In the below Figure 7 the folder structure of a document library at Site Hierarchy called AFC SDT
was created AFC staff could add files to the library and other people can make changes to them
Those changes would be stored in the library at server not at their own computers And other people
could easily access the files by using a Web browser provided that they have been granted the
permissions to do so
Improving Productivity amp Sustainability Through KMS
Page 46 of 72
Figure 7 Figure 8
10104 Define Content Types
In the above Figure 8 the content type was defined which is suitable for AFC application A content
type is used to define the attributes of a document Each content type can store different attributes in
the document library and also can associate with different document library For example all
deliverable documents in a project file may require a set of attributes such as project code and project
owner By creating a project content type the required information such as project code must be
assured and the project owner will be associated with all variants of user deliverable documents for
AFC
10105 File Permission Settings
Improving Productivity amp Sustainability Through KMS
Page 47 of 72
In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
Improving Productivity amp Sustainability Through KMS
Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
Improving Productivity amp Sustainability Through KMS
Page 49 of 72
Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
Improving Productivity amp Sustainability Through KMS
Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
Improving Productivity amp Sustainability Through KMS
Page 51 of 72
Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
Improving Productivity amp Sustainability Through KMS
Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
Improving Productivity amp Sustainability Through KMS
Page 53 of 72
PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
Improving Productivity amp Sustainability Through KMS
Page 56 of 72
10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
Improving Productivity amp Sustainability Through KMS
Page 57 of 72
11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 27
Improving Productivity amp Sustainability Through KMS
Page 25 of 72
Steps 3 ndash Identify the KM processes based on each contingency factor
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
Maintain
key
knowledge
for AFC
Form a
special team
for AFC
work
Form an
AFC Special
Duty Team
(AFCSDT)
Low NA NA NA Large NA NA NA
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Low Low Explicit Procedural Large Low cost Low
Knowledge capture
(externalization
internalization)
Conduct drill
exercise Low High Tacit Declarative
Small (conduct
by small team) Low cost Low
Knowledge sharing
(socialization
exchange)
Build a
knowledge
database for
AFC
Establish a
knowledge
database
Low High Tacit Declarative
Small (small
team to
establish)
Low cost
(codification
for reuse in
future)
Low
Knowledge capture
(externalization
internalization)
Ensure no
operations
impact
during
outsource
of AFC
maintenanc
e service
Capture key
knowledge
from
experience
staff
Arrange job
attachment to
experience
staff
NA NA Both NA Small Low cost Low
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Ensure
maintenance
contractor
have
Share
knowledge
with
collaboration
Low High Tacit Both Small Low cost Low
Knowledge sharing
(socialization
exchange)
Improving Productivity amp Sustainability Through KMS
Page 26 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
competence
to maintain
the system
partners
Strengthen
contractor
monitoring
and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low NA
Ensure no
operations
impact
during new
project or
new
stationline
opening
Ensure new
system to
implement
according to
Particular
Specification
(PS)
Capture
useful
information
from PS
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Capture
useful
information
for test amp
commissioni
ng
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Ensure
defects are
resolved
before
putting the
new system
into
operations
Resolve all
defects
before
handover
NA NA Both Both Large (done by
whole Section) Low cost Low
Knowledge
application
(direction
routines)
Improving Productivity amp Sustainability Through KMS
Page 27 of 72
Steps 4 ndash Prioritize the needed KM processes
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
Maintain
key
knowledg
e for AFC
Form a
special
team for
AFC
work
Form an
AFC
Special
Duty Team
(AFCSDT)
No OK NA NA No NA NA NA 0 1 2 05
Strengthe
n training
and
practice
for
AFCSDT
Arrange
formal
training
No No OK Yes No Yes No
Knowledge
capture
(externalizatio
n
internalization
)
2 1 4 25
Conduct
drill
exercise
No OK OK OK Yes Yes No
Knowledge
application
(direction
routines)
2 3 2 35
Build a
knowledg
e database
for AFC
Establish a
knowledge
database
OK Yes Yes OK Yes Yes No
(1)
Knowledge
capture
(externalizatio
n
internalization
)
(2)
Knowledge
application
(routines)
4 2 3 5
Ensure no
operations
Capture
key
Arrange on-
the-job NA OK Yes OK Yes Yes No
Knowledge
sharing 3 2 1 4
Improving Productivity amp Sustainability Through KMS
Page 28 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
impact
during
outsource
of AFC
maintenan
ce service
knowledg
e from
experienc
e staff
training to
experience
staff
(socialization
exchange)
Ensure
maintenan
ce
contractor
are
compete
to
maintain
the
system
Share
knowledge
with
collaboratio
n partners
No Yes Yes OK Yes Yes No
(1)
Knowledge
sharing
(socialization
exchange) (2)
Knowledge
application
(direction
routines)
4 1 1 45
Strengthen
contractor
monitoring
and
supervision
NA NA No Yes No Yes No
Knowledge
application
(routines)
2 0 3 2
Ensure no
operations
impact
during
new
project or
new
stationlin
e opening
Ensure
new
system to
implemen
t
according
to
Particular
Specificat
ion(PS)
Capture
useful
information
from
Particular
Specificatio
n
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
)
3 0 4 3
Capture
useful
information
for test amp
commissioni
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
3 0 4 3
Improving Productivity amp Sustainability Through KMS
Page 29 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
ng )
Ensure
defects
are
resolved
before
putting
the new
system
into
operations
Resolve all
defects
before
handover
the system
NA NA OK Yes No Yes No
Knowledge
application
(direction
routines)
3 1 2 25
Yes = 1 OK = 05 No = 0
Improving Productivity amp Sustainability Through KMS
Page 30 of 72
Steps 5 amp 7 ndash Identify the existing KM processes and assess the KM infrastructure
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
5
Build a
knowledge
database for
AFC
Establish a
knowledge
database
(1) Knowledge
capture
(externalization
internalization)
(2) Knowledge
application
(routines)
Centralize
technical
library
Intranet to
keep Work
Instruction
(WI)
procedure and
drawings
Top
management
support
Relies
mainly on
paper-based
central
library and
intranet
Intranet
calendaring
Web-based
discussion
group Staff are
willing to
share
informati
on and
knowledg
e
PC
training
room and
on-site
equipmen
t
Yes but
low
efficiency
No as
system
complexity
became
higher the
effectiveeff
iciency was
dropped due
to poor
organizing
of
information
and
knowledge
45
Ensure
maintenance
contractor
have
competence
to maintain
the system
Share
knowledge
with
collaboration
partners
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Arrange
formal
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Relied on
Email and
SharePoint
PC based
Internet and
SharePoint
Yes
Yes but
needs to
ensure new
staff(due to
turnover)
are also
competence
4
Capture key
knowledge
from
Arrange on-
the-job
training to
Knowledge
sharing
(socialization
Learning by
observation
and practice
Email and
word
processing
Mentorship
PC based
Intranet
Email and
Yes but
low
efficiency
No because
mentorship
scheme
Improving Productivity amp Sustainability Through KMS
Page 31 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
experience
staff
experience
staff
exchange) documents Microsoft
Office
applications
could only
arrange one
or two staff
for job-
attachment
35
Strengthen
training and
practice for
AFCSDT
Conduct drill
exercise
Knowledge
application
(direction
routines)
Learning by
practice
Relied on
Microsoft
Office
applications
Yes
Yes but
there is no
plan to
conduct the
drill and the
report did
not organize
in proper
manner
3
Ensure new
system to
implement
according to
Particular
Specificatio
n
Capture useful
information
from PS Knowledge
capture
(externalization
internalization)
Face-to-face
project
meetings
Project
submissions
by Email
Incentives link
to
performance
appraisal
Relied on
Email and
Sharepoint
PC based
Internet and
Sharepoint
Contracto
r are
willing to
share
informati
on with
client
PC
meeting
rooms and
site
environm
ent
Yes Yes Capture useful
information
for test amp
commissionin
g
25
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Knowledge
capture
(externalization
internalization)
Classroom
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Top
management
encouragemen
t
Part of staff
developmen
t
programme
PC based
Intranet
Email and
Microsoft
Office
applications
Staff are
willing to
learn
PC
meeting
rooms and
site
environm
ent
Yes
Yes but the
training
material did
not organize
in proper
manner
Ensure Resolve all Knowledge Face-to-face Email and Incentives link Part of pre- Maintain Yes Yes
Improving Productivity amp Sustainability Through KMS
Page 32 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
defects are
resolved
before
putting the
new system
into
operations
defects before
handover the
system
application
(direction
routines)
project
meetings
word
processing
documents
to
performance
appraisal
commissioni
ng activities
higher
performan
ce
standard
2
Ensure
maintenance
contractor
have
competence
to maintain
the system
Strengthen
contractor
monitoring
and
supervision
Knowledge
application
(routines)
Face-to-face
performance
review
meetings
Part of post-
commissioni
ng activities
Yes Yes
Improving Productivity amp Sustainability Through KMS
Page 33 of 72
Steps 8 ndash Develop additional needed KM systems mechanisms and technologies
Priority Major Processes Sub-processes Recommended KM Processes Develop Additional Needed KM Systems
Mechanisms Technologies
5 Build a knowledge
database for AFC
Establish a knowledge
database
(1) Knowledge capture
(externalization internalization)
(2) Knowledge application
(routines)
Convert AFC knowledge into explicit
forms
(1) Apply SharePoint to build a
document-management platform for
AFC SharePoint needs to be
customized the architecture for AFC
As such it becomes an access shared
workspaces information stores and
documents
(2) Apply MTR Creator (Web-based
discussion groups) to share
knowledge for AFC
45
Ensure maintenance
contractor have
competence to
maintain the system
Share knowledge with
collaboration partners
(1) Knowledge sharing
(socialization exchange)
(2) Knowledge application
(direction routines)
(1) Utilize of knowledge stored in
SharePoint
(2) Assess the competence level of
maintenance contractor periodically
4
Capture key
knowledge from
experience staff
Arrange on-the-job
training to experience
staff
Knowledge sharing (socialization
exchange)
(1) Capture and transfer of expertsrsquo
knowledge into procedures in
centralize electronic document system
(2) Conduct case study to strengthen
internalization process
35 Strengthen training
and practice for
AFCSDT
Conduct drill exercise Knowledge application (direction
routines)
To share drill report procedures best
practices and lessons learned for AFC
25 Arrange formal training Knowledge capture
(externalization internalization) To share training material for AFC
Improving Productivity amp Sustainability Through KMS
Page 34 of 72
94 Analysis and Recommendation
Base on the above Item 93 of KM assessment below are the analysis and recommendation
941 Analysis
- MTR is a large transportation company that pursued a low-cost business strategy to operate
its systems in a safe and reliable manner
- MTR faces low levels of uncertainty because of monopoly AFC tasks are highly dependent
because individual machines are co-related
- MTR relies mainly on explicit procedure knowledge However several projects and railway
extensions make frequent changes in the system As such MTR becomes more rely on the
tacit knowledge possessed by its employees
- MTR had pursued technologies (eg SharePoint and Web-based discussion groups) to
support knowledge management The company had set-up the platform but there was no
expertise to customize particular application Staff had just used these softwares as rituals
rather than knowledge capturing or sharing platform
942 Recommendations
- To enhance people-to-document through more on-the-job training and develop an electronic
document system that codifies stores disseminates and allows reuse of knowledge for AFC
Improving Productivity amp Sustainability Through KMS
Page 35 of 72
- MTR had successfully applied the SharePoint in projects and railway extensions as pilot
Because of the reuse economics MTR shall further extend the application of SharePoint in
Operations Department and arrange expertise to customize the application for AFC
- Establishment and use of communities of AFC to support socialisation capture and reuse of
knowledge To enhance socialisation through more job attachments meetings and group
projects
- To enhance internalisation through more training case studies and presentations
- To motivate staff to setup amp maintain KMS for ongoing operations
bull Physiological need
ndash Review salary by staff performance
ndash Clear reward system
bull Safety need
ndash Job is secured even though share knowledge with others
ndash Training for staff without enough skill
bull Belongingness need
ndash Knowledge sharing (eg Share knowledge in SharePoint)
ndash More team activity (eg Work Improvement Team for AFC)
bull Self esteem need
ndash Social relationship with other
ndash After-office-hour activities
ndash Promotion opportunity
Improving Productivity amp Sustainability Through KMS
Page 36 of 72
10 Implementation Strategies and Plan
Below are the implementation strategies and plans
101 Use Information Technologies and Existing Resources
Based on Item 94 of KM analysis and recommendation below are the implementation details and
strategies Information technologies will be used as practical tools for activities mainly performed
and directed by humans to achieve real knowledge-based organizations Further it is inclined to use
existing resources and infrastructure due to time and budget constraints
102 Web-based Technologies
Among information technologies the web-based collaborative tools such as Wiki are very
successful and made it possible for corporate employees to continuously contribute and access
information to and from the central repository Virtual world further increased collaborative
opportunities in the process of knowledge sharing In virtual world a team can work synchronously
The new generations of virtual world tools allow the team not only meet and exchange ideas verbally
but also document them by creating processes procedures and diagrams of concepts that are
explicitly formed one part of the base of organizational knowledge
103 Codification Approach
One strategy to KM involves active management of knowledge (push strategy) In such an instance
individuals strive to explicitly encode their knowledge into a shared knowledge repository such as a
database as well as retrieving knowledge they need which other individuals have provided to the
Improving Productivity amp Sustainability Through KMS
Page 37 of 72
repository This is also commonly known as codification approach to KM In the below section
SharePoint will be used to implement a shared knowledge repository
104 Personalization Approach
Another strategy to KM involves individuals who make requests for knowledge from experts
associated with a particular subject on an ad hoc basis (pull strategy) In such an instance experts
can provide their insights to the particular person or people who need this information This is also
commonly known as the personalization approach to KM In the below section MTR Creators will
be used to implement an E-Discussion Forum Within MTR Creators Subject Matter Advisor (SMA)
will act as an expert to provide feedback to particular questioner
105 KM Mechanisms
Knowledge can be accessed at three stages of ldquobeforerdquo ldquoduringrdquo and ldquoafter KM-related activities
Different organizations have tried various knowledge capture incentives including making content
submission mandatory and incorporating rewards into performance measurement plans as motivation
Whenever staff found that KMS is useful for them or once the habit of contributing sharing and
accessing knowledge is instilled incentivesmotivation are no longer required In the below section
rewards scheme will be incorporated into Annual Performance Appraisal to evaluate the contribution
of KM
106 Knowledge Management Software
Knowledge Management Software is a subset of enterprise content management software which
contains a range of software that specializes in the way information is collected stored andor
accessed The knowledge management is based on a range of practices used by an individual a
Improving Productivity amp Sustainability Through KMS
Page 38 of 72
business and a large corporation to identify create represent and redistribute information for a
range of purposes Software that enables an information practice or range of practices at any part of
the processes of information management can be deemed as information management software A
subset of information management software emphasizes an approach to build knowledge out of
information that is managed or contained which is often called knowledge management software
107 Selection of Knowledge Management Software
In 2008 and 2009 MTR had spent a lot of resources and make huge investments in the latest
technologies (eg SharePoint 2007) systems (MTR Creators) and infrastructures to support
knowledge management Furthermore these knowledge management software tools have the
advantages of using organizationrsquos existing information technology infrastructure with supporting by
senior management Additionally there was no funding for the implementation of this project
Hence existing resources will be made good use of building the application for AFC instead of
sourcing alternative software
1071 SWOT Analysis
In the following table a SWOT analysis is conducted SharePoint (existing resources) and PC Base
Expert System are selected for comparison The aim is to select the right technology to build the
web-base knowledge repositories
SharePoint PC Base Expert System
Strength
(1) Because of existing resources
(introduced in end 2008) it is not required
(1) Can develop as artificial
intelligence by means of Case-
Improving Productivity amp Sustainability Through KMS
Page 39 of 72
to raise funding
(2) Minimum user training
(3) Just need to do the setup customization
and administrative work
(4) Web-base document library can also
fulfill business objectives
(5) Relative easy to do the setup
customization amp administration
based or rule-Based reasoning
systems
(2) Can develop as web-base
library
(3) Fulfill business objectives
Weakness
Expertise to do setup customization amp
administration
(1) Need to raise additional cost
Relative longer development time
(2) Need expertise to develop
Opportunities
(1) Relative easy to get short win
(2) Management support in prior
More applications by means of
Case-based or rule-based
reasoning systems
Threat
Limited applications Higher cost but other technologies
may fulfill the same objectives
In the following table SWOT analysis is conducted MTR Creators (existing resources) and Yahoo
Knowledge are selected for comparison The aim is to select the right collaborative technology
(groupware etc) to build an E-discussion forum
Improving Productivity amp Sustainability Through KMS
Page 40 of 72
MTR Creators Yahoo Knowledge
Strength
(1) Because of existing resources
(introduced in end 2009) it is not required
to raise funding
(2) Minimum user training
(3) Just need to do the setup
customization and administrative work
(4) The web-base discussion forum can
fulfill business objectives
(1) Able to fulfill business
objectives
(2) Attractive MMI
(3) With scoring system to
encourage people to participate
(4) High degree of information
(5) Open to public
(6) No need to do setup
Weakness
(1) Limited to internal expertise
(2) Need to do the setup customization amp
administration work
Insufficient knowledge for specific
systems
Opportunities Management support in prior No cost is required
Threat
Have redundancy by means of Email or
other technologies
The answer has no guarantee
After analyzed SharePoint is selected to build web-base knowledge repositories because of no cost
and short implementation time while MTR Creators is selected to build an E-discussion forum with
the same reason More important both technologies are able to fulfill business objectives
108 Implementation Approaches
Both SharePoint and MTR Creators were not widely adopted at the beginning (mid of 2009) This
was because no expertise was willing to do the customization setup and administration work for the
Improving Productivity amp Sustainability Through KMS
Page 41 of 72
particular applications within the department In light of this these resources will be made good use
of and tried to maximize the utilization of these technologies and existing infrastructure In the
below sections setup customization and administrative works for SharePoint and MTR Creators
will be conducted The purpose is to build an E-document library and E-discussion forum to in line
with KM mechanisms
Improving Productivity amp Sustainability Through KMS
Page 42 of 72
109 Implementation Plan
Below is the project timeline In Jan 2010 all the setup and customization works for AFC had been completed In Feb 2010
application for these technologies together with other KM mechanisms had been started AFC SDT and other AFC team with a total
of about 22 staff were selected to apply the KMS for AFC In Jan 2010 a questionnaire had been sent to them to collect their needs
for AFC and their views for KMS In Jun 2010 another questionnaire had been sent to them to collect their comments after applying
the KMS for five months
November January February March April May
1 Review business context
2 Problem statement
3 Define project objective amp scope
4 Literature review
5 Data collection amp assessment
6 Implementation
7 Performance evaluation amp control
8 Submit project report
Tasks2009 2010
DescriptionJuneDecember
Improving Productivity amp Sustainability Through KMS
Page 43 of 72
1010 SharePoint
Microsoft SharePoint also known as Microsoft SharePoint Products and Technologies is a content
management system with integrated search functionality developed by Microsoft that allows users to
work in a web-based collaborative environment Microsoft provides certain built-in functionality and
third party developers can also develop custom modifications to extend functionalities
SharePoint is a collection of products and software elements that includes among a growing selection
of components web browser based collaboration functions process management modules search
modules and a document-management platform SharePoint can be used to host web sites that access
shared workspaces information stores and documents as well as host defined applications such as
wikis and blogs All users can manipulate proprietary controls called web parts or interact with
pieces of content such as lists and document libraries
10101 Background of Corporate Document Management System at MTR
In year 2008 MTR selected Microsoft SharePoint 2007 as the future document management platform
This platform became part of the infrastructure of Document Management System (DMS) for all
departments and supported the on-going document management needs of MTR Corporation
In mid 2008 the DMS platform was established by IT department in MTR The application setup and
administration work was relied on individual department In end 2008 these two pilot trials were
rolled out with satisfactory result which interested other departments to migrate their legacy system
into e-library Basically the application setup and ownership were released to individual department
The DMS consists of Document Libraries owned by various departments and working groups Please
Improving Productivity amp Sustainability Through KMS
Page 44 of 72
refer below Figure 5 for Enterprise Information Portal After clicking the DMS in Figure 5 the site
hierarchy tree of Document Libraries folders were expanded as illustrated in Figure 6
Figure 5 Figure 6
Referring to Figure 6 the Site Hierarchy Tree shows the document libraries that are available
in corresponding departmentrsquos folder The Document Libraries is a place on a site where user can
create share and update files It contains custom properties that stores metadata of files in the libraries
and also provides fine-grained security for granting access to those files The Document Libraries are
owned by various departments and working groups in the Operations Division Respective owner
possesses the autonomy to control who can access and to what extent under the Document Libraries
Due to various issues (for example some departments are not familiar with Information System setup
and not willing to take up the duties and responsibilities of being an administrator etc) the application
of SharePoint was not widely adopted in Operations Division
Improving Productivity amp Sustainability Through KMS
Page 45 of 72
10102 Use SharePoint as E-Document Library for AFC
Before 2009 SharePoint had never been applied to AFC knowledge management activities In Jan
2010 the initial set up share folder creation and the knowledge sharing activities for AFC among all
my staff had been conducted I acted as an Administrator role to govern knowledge management
activities in SharePoint Basically Administrators needed to manage the access permission and folder
structure of individual document libraries Meanwhile other working teams were encouraged to share
their knowledge and useful documents in SharePoint Before starting these activities in SharePoint the
following setup was required to arrange
10103 Created the folder structure
In the below Figure 7 the folder structure of a document library at Site Hierarchy called AFC SDT
was created AFC staff could add files to the library and other people can make changes to them
Those changes would be stored in the library at server not at their own computers And other people
could easily access the files by using a Web browser provided that they have been granted the
permissions to do so
Improving Productivity amp Sustainability Through KMS
Page 46 of 72
Figure 7 Figure 8
10104 Define Content Types
In the above Figure 8 the content type was defined which is suitable for AFC application A content
type is used to define the attributes of a document Each content type can store different attributes in
the document library and also can associate with different document library For example all
deliverable documents in a project file may require a set of attributes such as project code and project
owner By creating a project content type the required information such as project code must be
assured and the project owner will be associated with all variants of user deliverable documents for
AFC
10105 File Permission Settings
Improving Productivity amp Sustainability Through KMS
Page 47 of 72
In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
Improving Productivity amp Sustainability Through KMS
Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
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Page 49 of 72
Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
Improving Productivity amp Sustainability Through KMS
Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
Improving Productivity amp Sustainability Through KMS
Page 51 of 72
Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
Improving Productivity amp Sustainability Through KMS
Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
Improving Productivity amp Sustainability Through KMS
Page 53 of 72
PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
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Page 56 of 72
10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
Improving Productivity amp Sustainability Through KMS
Page 57 of 72
11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 28
Improving Productivity amp Sustainability Through KMS
Page 26 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors
Recommended
KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small or
Large
Business
Strategy = Low
Cost or
Differentiation
Environment
al
Uncertainty
= High or
Low
Task
Uncertainty
= High or
Low
Task
Dependence
= High
Tacit or
Explicit
Knowledge
Procedural or
Declarative
Knowledge
competence
to maintain
the system
partners
Strengthen
contractor
monitoring
and
supervision
NA NA Explicit Procedural Large (done by
whole Section) Low cost Low NA
Ensure no
operations
impact
during new
project or
new
stationline
opening
Ensure new
system to
implement
according to
Particular
Specification
(PS)
Capture
useful
information
from PS
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Capture
useful
information
for test amp
commissioni
ng
Low Low Explicit Procedural Small (conduct
by small team) Low cost Low
Knowledge capture
(externalization
internalization)
Ensure
defects are
resolved
before
putting the
new system
into
operations
Resolve all
defects
before
handover
NA NA Both Both Large (done by
whole Section) Low cost Low
Knowledge
application
(direction
routines)
Improving Productivity amp Sustainability Through KMS
Page 27 of 72
Steps 4 ndash Prioritize the needed KM processes
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
Maintain
key
knowledg
e for AFC
Form a
special
team for
AFC
work
Form an
AFC
Special
Duty Team
(AFCSDT)
No OK NA NA No NA NA NA 0 1 2 05
Strengthe
n training
and
practice
for
AFCSDT
Arrange
formal
training
No No OK Yes No Yes No
Knowledge
capture
(externalizatio
n
internalization
)
2 1 4 25
Conduct
drill
exercise
No OK OK OK Yes Yes No
Knowledge
application
(direction
routines)
2 3 2 35
Build a
knowledg
e database
for AFC
Establish a
knowledge
database
OK Yes Yes OK Yes Yes No
(1)
Knowledge
capture
(externalizatio
n
internalization
)
(2)
Knowledge
application
(routines)
4 2 3 5
Ensure no
operations
Capture
key
Arrange on-
the-job NA OK Yes OK Yes Yes No
Knowledge
sharing 3 2 1 4
Improving Productivity amp Sustainability Through KMS
Page 28 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
impact
during
outsource
of AFC
maintenan
ce service
knowledg
e from
experienc
e staff
training to
experience
staff
(socialization
exchange)
Ensure
maintenan
ce
contractor
are
compete
to
maintain
the
system
Share
knowledge
with
collaboratio
n partners
No Yes Yes OK Yes Yes No
(1)
Knowledge
sharing
(socialization
exchange) (2)
Knowledge
application
(direction
routines)
4 1 1 45
Strengthen
contractor
monitoring
and
supervision
NA NA No Yes No Yes No
Knowledge
application
(routines)
2 0 3 2
Ensure no
operations
impact
during
new
project or
new
stationlin
e opening
Ensure
new
system to
implemen
t
according
to
Particular
Specificat
ion(PS)
Capture
useful
information
from
Particular
Specificatio
n
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
)
3 0 4 3
Capture
useful
information
for test amp
commissioni
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
3 0 4 3
Improving Productivity amp Sustainability Through KMS
Page 29 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
ng )
Ensure
defects
are
resolved
before
putting
the new
system
into
operations
Resolve all
defects
before
handover
the system
NA NA OK Yes No Yes No
Knowledge
application
(direction
routines)
3 1 2 25
Yes = 1 OK = 05 No = 0
Improving Productivity amp Sustainability Through KMS
Page 30 of 72
Steps 5 amp 7 ndash Identify the existing KM processes and assess the KM infrastructure
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
5
Build a
knowledge
database for
AFC
Establish a
knowledge
database
(1) Knowledge
capture
(externalization
internalization)
(2) Knowledge
application
(routines)
Centralize
technical
library
Intranet to
keep Work
Instruction
(WI)
procedure and
drawings
Top
management
support
Relies
mainly on
paper-based
central
library and
intranet
Intranet
calendaring
Web-based
discussion
group Staff are
willing to
share
informati
on and
knowledg
e
PC
training
room and
on-site
equipmen
t
Yes but
low
efficiency
No as
system
complexity
became
higher the
effectiveeff
iciency was
dropped due
to poor
organizing
of
information
and
knowledge
45
Ensure
maintenance
contractor
have
competence
to maintain
the system
Share
knowledge
with
collaboration
partners
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Arrange
formal
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Relied on
Email and
SharePoint
PC based
Internet and
SharePoint
Yes
Yes but
needs to
ensure new
staff(due to
turnover)
are also
competence
4
Capture key
knowledge
from
Arrange on-
the-job
training to
Knowledge
sharing
(socialization
Learning by
observation
and practice
Email and
word
processing
Mentorship
PC based
Intranet
Email and
Yes but
low
efficiency
No because
mentorship
scheme
Improving Productivity amp Sustainability Through KMS
Page 31 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
experience
staff
experience
staff
exchange) documents Microsoft
Office
applications
could only
arrange one
or two staff
for job-
attachment
35
Strengthen
training and
practice for
AFCSDT
Conduct drill
exercise
Knowledge
application
(direction
routines)
Learning by
practice
Relied on
Microsoft
Office
applications
Yes
Yes but
there is no
plan to
conduct the
drill and the
report did
not organize
in proper
manner
3
Ensure new
system to
implement
according to
Particular
Specificatio
n
Capture useful
information
from PS Knowledge
capture
(externalization
internalization)
Face-to-face
project
meetings
Project
submissions
by Email
Incentives link
to
performance
appraisal
Relied on
Email and
Sharepoint
PC based
Internet and
Sharepoint
Contracto
r are
willing to
share
informati
on with
client
PC
meeting
rooms and
site
environm
ent
Yes Yes Capture useful
information
for test amp
commissionin
g
25
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Knowledge
capture
(externalization
internalization)
Classroom
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Top
management
encouragemen
t
Part of staff
developmen
t
programme
PC based
Intranet
Email and
Microsoft
Office
applications
Staff are
willing to
learn
PC
meeting
rooms and
site
environm
ent
Yes
Yes but the
training
material did
not organize
in proper
manner
Ensure Resolve all Knowledge Face-to-face Email and Incentives link Part of pre- Maintain Yes Yes
Improving Productivity amp Sustainability Through KMS
Page 32 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
defects are
resolved
before
putting the
new system
into
operations
defects before
handover the
system
application
(direction
routines)
project
meetings
word
processing
documents
to
performance
appraisal
commissioni
ng activities
higher
performan
ce
standard
2
Ensure
maintenance
contractor
have
competence
to maintain
the system
Strengthen
contractor
monitoring
and
supervision
Knowledge
application
(routines)
Face-to-face
performance
review
meetings
Part of post-
commissioni
ng activities
Yes Yes
Improving Productivity amp Sustainability Through KMS
Page 33 of 72
Steps 8 ndash Develop additional needed KM systems mechanisms and technologies
Priority Major Processes Sub-processes Recommended KM Processes Develop Additional Needed KM Systems
Mechanisms Technologies
5 Build a knowledge
database for AFC
Establish a knowledge
database
(1) Knowledge capture
(externalization internalization)
(2) Knowledge application
(routines)
Convert AFC knowledge into explicit
forms
(1) Apply SharePoint to build a
document-management platform for
AFC SharePoint needs to be
customized the architecture for AFC
As such it becomes an access shared
workspaces information stores and
documents
(2) Apply MTR Creator (Web-based
discussion groups) to share
knowledge for AFC
45
Ensure maintenance
contractor have
competence to
maintain the system
Share knowledge with
collaboration partners
(1) Knowledge sharing
(socialization exchange)
(2) Knowledge application
(direction routines)
(1) Utilize of knowledge stored in
SharePoint
(2) Assess the competence level of
maintenance contractor periodically
4
Capture key
knowledge from
experience staff
Arrange on-the-job
training to experience
staff
Knowledge sharing (socialization
exchange)
(1) Capture and transfer of expertsrsquo
knowledge into procedures in
centralize electronic document system
(2) Conduct case study to strengthen
internalization process
35 Strengthen training
and practice for
AFCSDT
Conduct drill exercise Knowledge application (direction
routines)
To share drill report procedures best
practices and lessons learned for AFC
25 Arrange formal training Knowledge capture
(externalization internalization) To share training material for AFC
Improving Productivity amp Sustainability Through KMS
Page 34 of 72
94 Analysis and Recommendation
Base on the above Item 93 of KM assessment below are the analysis and recommendation
941 Analysis
- MTR is a large transportation company that pursued a low-cost business strategy to operate
its systems in a safe and reliable manner
- MTR faces low levels of uncertainty because of monopoly AFC tasks are highly dependent
because individual machines are co-related
- MTR relies mainly on explicit procedure knowledge However several projects and railway
extensions make frequent changes in the system As such MTR becomes more rely on the
tacit knowledge possessed by its employees
- MTR had pursued technologies (eg SharePoint and Web-based discussion groups) to
support knowledge management The company had set-up the platform but there was no
expertise to customize particular application Staff had just used these softwares as rituals
rather than knowledge capturing or sharing platform
942 Recommendations
- To enhance people-to-document through more on-the-job training and develop an electronic
document system that codifies stores disseminates and allows reuse of knowledge for AFC
Improving Productivity amp Sustainability Through KMS
Page 35 of 72
- MTR had successfully applied the SharePoint in projects and railway extensions as pilot
Because of the reuse economics MTR shall further extend the application of SharePoint in
Operations Department and arrange expertise to customize the application for AFC
- Establishment and use of communities of AFC to support socialisation capture and reuse of
knowledge To enhance socialisation through more job attachments meetings and group
projects
- To enhance internalisation through more training case studies and presentations
- To motivate staff to setup amp maintain KMS for ongoing operations
bull Physiological need
ndash Review salary by staff performance
ndash Clear reward system
bull Safety need
ndash Job is secured even though share knowledge with others
ndash Training for staff without enough skill
bull Belongingness need
ndash Knowledge sharing (eg Share knowledge in SharePoint)
ndash More team activity (eg Work Improvement Team for AFC)
bull Self esteem need
ndash Social relationship with other
ndash After-office-hour activities
ndash Promotion opportunity
Improving Productivity amp Sustainability Through KMS
Page 36 of 72
10 Implementation Strategies and Plan
Below are the implementation strategies and plans
101 Use Information Technologies and Existing Resources
Based on Item 94 of KM analysis and recommendation below are the implementation details and
strategies Information technologies will be used as practical tools for activities mainly performed
and directed by humans to achieve real knowledge-based organizations Further it is inclined to use
existing resources and infrastructure due to time and budget constraints
102 Web-based Technologies
Among information technologies the web-based collaborative tools such as Wiki are very
successful and made it possible for corporate employees to continuously contribute and access
information to and from the central repository Virtual world further increased collaborative
opportunities in the process of knowledge sharing In virtual world a team can work synchronously
The new generations of virtual world tools allow the team not only meet and exchange ideas verbally
but also document them by creating processes procedures and diagrams of concepts that are
explicitly formed one part of the base of organizational knowledge
103 Codification Approach
One strategy to KM involves active management of knowledge (push strategy) In such an instance
individuals strive to explicitly encode their knowledge into a shared knowledge repository such as a
database as well as retrieving knowledge they need which other individuals have provided to the
Improving Productivity amp Sustainability Through KMS
Page 37 of 72
repository This is also commonly known as codification approach to KM In the below section
SharePoint will be used to implement a shared knowledge repository
104 Personalization Approach
Another strategy to KM involves individuals who make requests for knowledge from experts
associated with a particular subject on an ad hoc basis (pull strategy) In such an instance experts
can provide their insights to the particular person or people who need this information This is also
commonly known as the personalization approach to KM In the below section MTR Creators will
be used to implement an E-Discussion Forum Within MTR Creators Subject Matter Advisor (SMA)
will act as an expert to provide feedback to particular questioner
105 KM Mechanisms
Knowledge can be accessed at three stages of ldquobeforerdquo ldquoduringrdquo and ldquoafter KM-related activities
Different organizations have tried various knowledge capture incentives including making content
submission mandatory and incorporating rewards into performance measurement plans as motivation
Whenever staff found that KMS is useful for them or once the habit of contributing sharing and
accessing knowledge is instilled incentivesmotivation are no longer required In the below section
rewards scheme will be incorporated into Annual Performance Appraisal to evaluate the contribution
of KM
106 Knowledge Management Software
Knowledge Management Software is a subset of enterprise content management software which
contains a range of software that specializes in the way information is collected stored andor
accessed The knowledge management is based on a range of practices used by an individual a
Improving Productivity amp Sustainability Through KMS
Page 38 of 72
business and a large corporation to identify create represent and redistribute information for a
range of purposes Software that enables an information practice or range of practices at any part of
the processes of information management can be deemed as information management software A
subset of information management software emphasizes an approach to build knowledge out of
information that is managed or contained which is often called knowledge management software
107 Selection of Knowledge Management Software
In 2008 and 2009 MTR had spent a lot of resources and make huge investments in the latest
technologies (eg SharePoint 2007) systems (MTR Creators) and infrastructures to support
knowledge management Furthermore these knowledge management software tools have the
advantages of using organizationrsquos existing information technology infrastructure with supporting by
senior management Additionally there was no funding for the implementation of this project
Hence existing resources will be made good use of building the application for AFC instead of
sourcing alternative software
1071 SWOT Analysis
In the following table a SWOT analysis is conducted SharePoint (existing resources) and PC Base
Expert System are selected for comparison The aim is to select the right technology to build the
web-base knowledge repositories
SharePoint PC Base Expert System
Strength
(1) Because of existing resources
(introduced in end 2008) it is not required
(1) Can develop as artificial
intelligence by means of Case-
Improving Productivity amp Sustainability Through KMS
Page 39 of 72
to raise funding
(2) Minimum user training
(3) Just need to do the setup customization
and administrative work
(4) Web-base document library can also
fulfill business objectives
(5) Relative easy to do the setup
customization amp administration
based or rule-Based reasoning
systems
(2) Can develop as web-base
library
(3) Fulfill business objectives
Weakness
Expertise to do setup customization amp
administration
(1) Need to raise additional cost
Relative longer development time
(2) Need expertise to develop
Opportunities
(1) Relative easy to get short win
(2) Management support in prior
More applications by means of
Case-based or rule-based
reasoning systems
Threat
Limited applications Higher cost but other technologies
may fulfill the same objectives
In the following table SWOT analysis is conducted MTR Creators (existing resources) and Yahoo
Knowledge are selected for comparison The aim is to select the right collaborative technology
(groupware etc) to build an E-discussion forum
Improving Productivity amp Sustainability Through KMS
Page 40 of 72
MTR Creators Yahoo Knowledge
Strength
(1) Because of existing resources
(introduced in end 2009) it is not required
to raise funding
(2) Minimum user training
(3) Just need to do the setup
customization and administrative work
(4) The web-base discussion forum can
fulfill business objectives
(1) Able to fulfill business
objectives
(2) Attractive MMI
(3) With scoring system to
encourage people to participate
(4) High degree of information
(5) Open to public
(6) No need to do setup
Weakness
(1) Limited to internal expertise
(2) Need to do the setup customization amp
administration work
Insufficient knowledge for specific
systems
Opportunities Management support in prior No cost is required
Threat
Have redundancy by means of Email or
other technologies
The answer has no guarantee
After analyzed SharePoint is selected to build web-base knowledge repositories because of no cost
and short implementation time while MTR Creators is selected to build an E-discussion forum with
the same reason More important both technologies are able to fulfill business objectives
108 Implementation Approaches
Both SharePoint and MTR Creators were not widely adopted at the beginning (mid of 2009) This
was because no expertise was willing to do the customization setup and administration work for the
Improving Productivity amp Sustainability Through KMS
Page 41 of 72
particular applications within the department In light of this these resources will be made good use
of and tried to maximize the utilization of these technologies and existing infrastructure In the
below sections setup customization and administrative works for SharePoint and MTR Creators
will be conducted The purpose is to build an E-document library and E-discussion forum to in line
with KM mechanisms
Improving Productivity amp Sustainability Through KMS
Page 42 of 72
109 Implementation Plan
Below is the project timeline In Jan 2010 all the setup and customization works for AFC had been completed In Feb 2010
application for these technologies together with other KM mechanisms had been started AFC SDT and other AFC team with a total
of about 22 staff were selected to apply the KMS for AFC In Jan 2010 a questionnaire had been sent to them to collect their needs
for AFC and their views for KMS In Jun 2010 another questionnaire had been sent to them to collect their comments after applying
the KMS for five months
November January February March April May
1 Review business context
2 Problem statement
3 Define project objective amp scope
4 Literature review
5 Data collection amp assessment
6 Implementation
7 Performance evaluation amp control
8 Submit project report
Tasks2009 2010
DescriptionJuneDecember
Improving Productivity amp Sustainability Through KMS
Page 43 of 72
1010 SharePoint
Microsoft SharePoint also known as Microsoft SharePoint Products and Technologies is a content
management system with integrated search functionality developed by Microsoft that allows users to
work in a web-based collaborative environment Microsoft provides certain built-in functionality and
third party developers can also develop custom modifications to extend functionalities
SharePoint is a collection of products and software elements that includes among a growing selection
of components web browser based collaboration functions process management modules search
modules and a document-management platform SharePoint can be used to host web sites that access
shared workspaces information stores and documents as well as host defined applications such as
wikis and blogs All users can manipulate proprietary controls called web parts or interact with
pieces of content such as lists and document libraries
10101 Background of Corporate Document Management System at MTR
In year 2008 MTR selected Microsoft SharePoint 2007 as the future document management platform
This platform became part of the infrastructure of Document Management System (DMS) for all
departments and supported the on-going document management needs of MTR Corporation
In mid 2008 the DMS platform was established by IT department in MTR The application setup and
administration work was relied on individual department In end 2008 these two pilot trials were
rolled out with satisfactory result which interested other departments to migrate their legacy system
into e-library Basically the application setup and ownership were released to individual department
The DMS consists of Document Libraries owned by various departments and working groups Please
Improving Productivity amp Sustainability Through KMS
Page 44 of 72
refer below Figure 5 for Enterprise Information Portal After clicking the DMS in Figure 5 the site
hierarchy tree of Document Libraries folders were expanded as illustrated in Figure 6
Figure 5 Figure 6
Referring to Figure 6 the Site Hierarchy Tree shows the document libraries that are available
in corresponding departmentrsquos folder The Document Libraries is a place on a site where user can
create share and update files It contains custom properties that stores metadata of files in the libraries
and also provides fine-grained security for granting access to those files The Document Libraries are
owned by various departments and working groups in the Operations Division Respective owner
possesses the autonomy to control who can access and to what extent under the Document Libraries
Due to various issues (for example some departments are not familiar with Information System setup
and not willing to take up the duties and responsibilities of being an administrator etc) the application
of SharePoint was not widely adopted in Operations Division
Improving Productivity amp Sustainability Through KMS
Page 45 of 72
10102 Use SharePoint as E-Document Library for AFC
Before 2009 SharePoint had never been applied to AFC knowledge management activities In Jan
2010 the initial set up share folder creation and the knowledge sharing activities for AFC among all
my staff had been conducted I acted as an Administrator role to govern knowledge management
activities in SharePoint Basically Administrators needed to manage the access permission and folder
structure of individual document libraries Meanwhile other working teams were encouraged to share
their knowledge and useful documents in SharePoint Before starting these activities in SharePoint the
following setup was required to arrange
10103 Created the folder structure
In the below Figure 7 the folder structure of a document library at Site Hierarchy called AFC SDT
was created AFC staff could add files to the library and other people can make changes to them
Those changes would be stored in the library at server not at their own computers And other people
could easily access the files by using a Web browser provided that they have been granted the
permissions to do so
Improving Productivity amp Sustainability Through KMS
Page 46 of 72
Figure 7 Figure 8
10104 Define Content Types
In the above Figure 8 the content type was defined which is suitable for AFC application A content
type is used to define the attributes of a document Each content type can store different attributes in
the document library and also can associate with different document library For example all
deliverable documents in a project file may require a set of attributes such as project code and project
owner By creating a project content type the required information such as project code must be
assured and the project owner will be associated with all variants of user deliverable documents for
AFC
10105 File Permission Settings
Improving Productivity amp Sustainability Through KMS
Page 47 of 72
In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
Improving Productivity amp Sustainability Through KMS
Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
Improving Productivity amp Sustainability Through KMS
Page 49 of 72
Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
Improving Productivity amp Sustainability Through KMS
Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
Improving Productivity amp Sustainability Through KMS
Page 51 of 72
Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
Improving Productivity amp Sustainability Through KMS
Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
Improving Productivity amp Sustainability Through KMS
Page 53 of 72
PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
Improving Productivity amp Sustainability Through KMS
Page 56 of 72
10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
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Page 57 of 72
11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 29
Improving Productivity amp Sustainability Through KMS
Page 27 of 72
Steps 4 ndash Prioritize the needed KM processes
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
Maintain
key
knowledg
e for AFC
Form a
special
team for
AFC
work
Form an
AFC
Special
Duty Team
(AFCSDT)
No OK NA NA No NA NA NA 0 1 2 05
Strengthe
n training
and
practice
for
AFCSDT
Arrange
formal
training
No No OK Yes No Yes No
Knowledge
capture
(externalizatio
n
internalization
)
2 1 4 25
Conduct
drill
exercise
No OK OK OK Yes Yes No
Knowledge
application
(direction
routines)
2 3 2 35
Build a
knowledg
e database
for AFC
Establish a
knowledge
database
OK Yes Yes OK Yes Yes No
(1)
Knowledge
capture
(externalizatio
n
internalization
)
(2)
Knowledge
application
(routines)
4 2 3 5
Ensure no
operations
Capture
key
Arrange on-
the-job NA OK Yes OK Yes Yes No
Knowledge
sharing 3 2 1 4
Improving Productivity amp Sustainability Through KMS
Page 28 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
impact
during
outsource
of AFC
maintenan
ce service
knowledg
e from
experienc
e staff
training to
experience
staff
(socialization
exchange)
Ensure
maintenan
ce
contractor
are
compete
to
maintain
the
system
Share
knowledge
with
collaboratio
n partners
No Yes Yes OK Yes Yes No
(1)
Knowledge
sharing
(socialization
exchange) (2)
Knowledge
application
(direction
routines)
4 1 1 45
Strengthen
contractor
monitoring
and
supervision
NA NA No Yes No Yes No
Knowledge
application
(routines)
2 0 3 2
Ensure no
operations
impact
during
new
project or
new
stationlin
e opening
Ensure
new
system to
implemen
t
according
to
Particular
Specificat
ion(PS)
Capture
useful
information
from
Particular
Specificatio
n
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
)
3 0 4 3
Capture
useful
information
for test amp
commissioni
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
3 0 4 3
Improving Productivity amp Sustainability Through KMS
Page 29 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
ng )
Ensure
defects
are
resolved
before
putting
the new
system
into
operations
Resolve all
defects
before
handover
the system
NA NA OK Yes No Yes No
Knowledge
application
(direction
routines)
3 1 2 25
Yes = 1 OK = 05 No = 0
Improving Productivity amp Sustainability Through KMS
Page 30 of 72
Steps 5 amp 7 ndash Identify the existing KM processes and assess the KM infrastructure
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
5
Build a
knowledge
database for
AFC
Establish a
knowledge
database
(1) Knowledge
capture
(externalization
internalization)
(2) Knowledge
application
(routines)
Centralize
technical
library
Intranet to
keep Work
Instruction
(WI)
procedure and
drawings
Top
management
support
Relies
mainly on
paper-based
central
library and
intranet
Intranet
calendaring
Web-based
discussion
group Staff are
willing to
share
informati
on and
knowledg
e
PC
training
room and
on-site
equipmen
t
Yes but
low
efficiency
No as
system
complexity
became
higher the
effectiveeff
iciency was
dropped due
to poor
organizing
of
information
and
knowledge
45
Ensure
maintenance
contractor
have
competence
to maintain
the system
Share
knowledge
with
collaboration
partners
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Arrange
formal
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Relied on
Email and
SharePoint
PC based
Internet and
SharePoint
Yes
Yes but
needs to
ensure new
staff(due to
turnover)
are also
competence
4
Capture key
knowledge
from
Arrange on-
the-job
training to
Knowledge
sharing
(socialization
Learning by
observation
and practice
Email and
word
processing
Mentorship
PC based
Intranet
Email and
Yes but
low
efficiency
No because
mentorship
scheme
Improving Productivity amp Sustainability Through KMS
Page 31 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
experience
staff
experience
staff
exchange) documents Microsoft
Office
applications
could only
arrange one
or two staff
for job-
attachment
35
Strengthen
training and
practice for
AFCSDT
Conduct drill
exercise
Knowledge
application
(direction
routines)
Learning by
practice
Relied on
Microsoft
Office
applications
Yes
Yes but
there is no
plan to
conduct the
drill and the
report did
not organize
in proper
manner
3
Ensure new
system to
implement
according to
Particular
Specificatio
n
Capture useful
information
from PS Knowledge
capture
(externalization
internalization)
Face-to-face
project
meetings
Project
submissions
by Email
Incentives link
to
performance
appraisal
Relied on
Email and
Sharepoint
PC based
Internet and
Sharepoint
Contracto
r are
willing to
share
informati
on with
client
PC
meeting
rooms and
site
environm
ent
Yes Yes Capture useful
information
for test amp
commissionin
g
25
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Knowledge
capture
(externalization
internalization)
Classroom
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Top
management
encouragemen
t
Part of staff
developmen
t
programme
PC based
Intranet
Email and
Microsoft
Office
applications
Staff are
willing to
learn
PC
meeting
rooms and
site
environm
ent
Yes
Yes but the
training
material did
not organize
in proper
manner
Ensure Resolve all Knowledge Face-to-face Email and Incentives link Part of pre- Maintain Yes Yes
Improving Productivity amp Sustainability Through KMS
Page 32 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
defects are
resolved
before
putting the
new system
into
operations
defects before
handover the
system
application
(direction
routines)
project
meetings
word
processing
documents
to
performance
appraisal
commissioni
ng activities
higher
performan
ce
standard
2
Ensure
maintenance
contractor
have
competence
to maintain
the system
Strengthen
contractor
monitoring
and
supervision
Knowledge
application
(routines)
Face-to-face
performance
review
meetings
Part of post-
commissioni
ng activities
Yes Yes
Improving Productivity amp Sustainability Through KMS
Page 33 of 72
Steps 8 ndash Develop additional needed KM systems mechanisms and technologies
Priority Major Processes Sub-processes Recommended KM Processes Develop Additional Needed KM Systems
Mechanisms Technologies
5 Build a knowledge
database for AFC
Establish a knowledge
database
(1) Knowledge capture
(externalization internalization)
(2) Knowledge application
(routines)
Convert AFC knowledge into explicit
forms
(1) Apply SharePoint to build a
document-management platform for
AFC SharePoint needs to be
customized the architecture for AFC
As such it becomes an access shared
workspaces information stores and
documents
(2) Apply MTR Creator (Web-based
discussion groups) to share
knowledge for AFC
45
Ensure maintenance
contractor have
competence to
maintain the system
Share knowledge with
collaboration partners
(1) Knowledge sharing
(socialization exchange)
(2) Knowledge application
(direction routines)
(1) Utilize of knowledge stored in
SharePoint
(2) Assess the competence level of
maintenance contractor periodically
4
Capture key
knowledge from
experience staff
Arrange on-the-job
training to experience
staff
Knowledge sharing (socialization
exchange)
(1) Capture and transfer of expertsrsquo
knowledge into procedures in
centralize electronic document system
(2) Conduct case study to strengthen
internalization process
35 Strengthen training
and practice for
AFCSDT
Conduct drill exercise Knowledge application (direction
routines)
To share drill report procedures best
practices and lessons learned for AFC
25 Arrange formal training Knowledge capture
(externalization internalization) To share training material for AFC
Improving Productivity amp Sustainability Through KMS
Page 34 of 72
94 Analysis and Recommendation
Base on the above Item 93 of KM assessment below are the analysis and recommendation
941 Analysis
- MTR is a large transportation company that pursued a low-cost business strategy to operate
its systems in a safe and reliable manner
- MTR faces low levels of uncertainty because of monopoly AFC tasks are highly dependent
because individual machines are co-related
- MTR relies mainly on explicit procedure knowledge However several projects and railway
extensions make frequent changes in the system As such MTR becomes more rely on the
tacit knowledge possessed by its employees
- MTR had pursued technologies (eg SharePoint and Web-based discussion groups) to
support knowledge management The company had set-up the platform but there was no
expertise to customize particular application Staff had just used these softwares as rituals
rather than knowledge capturing or sharing platform
942 Recommendations
- To enhance people-to-document through more on-the-job training and develop an electronic
document system that codifies stores disseminates and allows reuse of knowledge for AFC
Improving Productivity amp Sustainability Through KMS
Page 35 of 72
- MTR had successfully applied the SharePoint in projects and railway extensions as pilot
Because of the reuse economics MTR shall further extend the application of SharePoint in
Operations Department and arrange expertise to customize the application for AFC
- Establishment and use of communities of AFC to support socialisation capture and reuse of
knowledge To enhance socialisation through more job attachments meetings and group
projects
- To enhance internalisation through more training case studies and presentations
- To motivate staff to setup amp maintain KMS for ongoing operations
bull Physiological need
ndash Review salary by staff performance
ndash Clear reward system
bull Safety need
ndash Job is secured even though share knowledge with others
ndash Training for staff without enough skill
bull Belongingness need
ndash Knowledge sharing (eg Share knowledge in SharePoint)
ndash More team activity (eg Work Improvement Team for AFC)
bull Self esteem need
ndash Social relationship with other
ndash After-office-hour activities
ndash Promotion opportunity
Improving Productivity amp Sustainability Through KMS
Page 36 of 72
10 Implementation Strategies and Plan
Below are the implementation strategies and plans
101 Use Information Technologies and Existing Resources
Based on Item 94 of KM analysis and recommendation below are the implementation details and
strategies Information technologies will be used as practical tools for activities mainly performed
and directed by humans to achieve real knowledge-based organizations Further it is inclined to use
existing resources and infrastructure due to time and budget constraints
102 Web-based Technologies
Among information technologies the web-based collaborative tools such as Wiki are very
successful and made it possible for corporate employees to continuously contribute and access
information to and from the central repository Virtual world further increased collaborative
opportunities in the process of knowledge sharing In virtual world a team can work synchronously
The new generations of virtual world tools allow the team not only meet and exchange ideas verbally
but also document them by creating processes procedures and diagrams of concepts that are
explicitly formed one part of the base of organizational knowledge
103 Codification Approach
One strategy to KM involves active management of knowledge (push strategy) In such an instance
individuals strive to explicitly encode their knowledge into a shared knowledge repository such as a
database as well as retrieving knowledge they need which other individuals have provided to the
Improving Productivity amp Sustainability Through KMS
Page 37 of 72
repository This is also commonly known as codification approach to KM In the below section
SharePoint will be used to implement a shared knowledge repository
104 Personalization Approach
Another strategy to KM involves individuals who make requests for knowledge from experts
associated with a particular subject on an ad hoc basis (pull strategy) In such an instance experts
can provide their insights to the particular person or people who need this information This is also
commonly known as the personalization approach to KM In the below section MTR Creators will
be used to implement an E-Discussion Forum Within MTR Creators Subject Matter Advisor (SMA)
will act as an expert to provide feedback to particular questioner
105 KM Mechanisms
Knowledge can be accessed at three stages of ldquobeforerdquo ldquoduringrdquo and ldquoafter KM-related activities
Different organizations have tried various knowledge capture incentives including making content
submission mandatory and incorporating rewards into performance measurement plans as motivation
Whenever staff found that KMS is useful for them or once the habit of contributing sharing and
accessing knowledge is instilled incentivesmotivation are no longer required In the below section
rewards scheme will be incorporated into Annual Performance Appraisal to evaluate the contribution
of KM
106 Knowledge Management Software
Knowledge Management Software is a subset of enterprise content management software which
contains a range of software that specializes in the way information is collected stored andor
accessed The knowledge management is based on a range of practices used by an individual a
Improving Productivity amp Sustainability Through KMS
Page 38 of 72
business and a large corporation to identify create represent and redistribute information for a
range of purposes Software that enables an information practice or range of practices at any part of
the processes of information management can be deemed as information management software A
subset of information management software emphasizes an approach to build knowledge out of
information that is managed or contained which is often called knowledge management software
107 Selection of Knowledge Management Software
In 2008 and 2009 MTR had spent a lot of resources and make huge investments in the latest
technologies (eg SharePoint 2007) systems (MTR Creators) and infrastructures to support
knowledge management Furthermore these knowledge management software tools have the
advantages of using organizationrsquos existing information technology infrastructure with supporting by
senior management Additionally there was no funding for the implementation of this project
Hence existing resources will be made good use of building the application for AFC instead of
sourcing alternative software
1071 SWOT Analysis
In the following table a SWOT analysis is conducted SharePoint (existing resources) and PC Base
Expert System are selected for comparison The aim is to select the right technology to build the
web-base knowledge repositories
SharePoint PC Base Expert System
Strength
(1) Because of existing resources
(introduced in end 2008) it is not required
(1) Can develop as artificial
intelligence by means of Case-
Improving Productivity amp Sustainability Through KMS
Page 39 of 72
to raise funding
(2) Minimum user training
(3) Just need to do the setup customization
and administrative work
(4) Web-base document library can also
fulfill business objectives
(5) Relative easy to do the setup
customization amp administration
based or rule-Based reasoning
systems
(2) Can develop as web-base
library
(3) Fulfill business objectives
Weakness
Expertise to do setup customization amp
administration
(1) Need to raise additional cost
Relative longer development time
(2) Need expertise to develop
Opportunities
(1) Relative easy to get short win
(2) Management support in prior
More applications by means of
Case-based or rule-based
reasoning systems
Threat
Limited applications Higher cost but other technologies
may fulfill the same objectives
In the following table SWOT analysis is conducted MTR Creators (existing resources) and Yahoo
Knowledge are selected for comparison The aim is to select the right collaborative technology
(groupware etc) to build an E-discussion forum
Improving Productivity amp Sustainability Through KMS
Page 40 of 72
MTR Creators Yahoo Knowledge
Strength
(1) Because of existing resources
(introduced in end 2009) it is not required
to raise funding
(2) Minimum user training
(3) Just need to do the setup
customization and administrative work
(4) The web-base discussion forum can
fulfill business objectives
(1) Able to fulfill business
objectives
(2) Attractive MMI
(3) With scoring system to
encourage people to participate
(4) High degree of information
(5) Open to public
(6) No need to do setup
Weakness
(1) Limited to internal expertise
(2) Need to do the setup customization amp
administration work
Insufficient knowledge for specific
systems
Opportunities Management support in prior No cost is required
Threat
Have redundancy by means of Email or
other technologies
The answer has no guarantee
After analyzed SharePoint is selected to build web-base knowledge repositories because of no cost
and short implementation time while MTR Creators is selected to build an E-discussion forum with
the same reason More important both technologies are able to fulfill business objectives
108 Implementation Approaches
Both SharePoint and MTR Creators were not widely adopted at the beginning (mid of 2009) This
was because no expertise was willing to do the customization setup and administration work for the
Improving Productivity amp Sustainability Through KMS
Page 41 of 72
particular applications within the department In light of this these resources will be made good use
of and tried to maximize the utilization of these technologies and existing infrastructure In the
below sections setup customization and administrative works for SharePoint and MTR Creators
will be conducted The purpose is to build an E-document library and E-discussion forum to in line
with KM mechanisms
Improving Productivity amp Sustainability Through KMS
Page 42 of 72
109 Implementation Plan
Below is the project timeline In Jan 2010 all the setup and customization works for AFC had been completed In Feb 2010
application for these technologies together with other KM mechanisms had been started AFC SDT and other AFC team with a total
of about 22 staff were selected to apply the KMS for AFC In Jan 2010 a questionnaire had been sent to them to collect their needs
for AFC and their views for KMS In Jun 2010 another questionnaire had been sent to them to collect their comments after applying
the KMS for five months
November January February March April May
1 Review business context
2 Problem statement
3 Define project objective amp scope
4 Literature review
5 Data collection amp assessment
6 Implementation
7 Performance evaluation amp control
8 Submit project report
Tasks2009 2010
DescriptionJuneDecember
Improving Productivity amp Sustainability Through KMS
Page 43 of 72
1010 SharePoint
Microsoft SharePoint also known as Microsoft SharePoint Products and Technologies is a content
management system with integrated search functionality developed by Microsoft that allows users to
work in a web-based collaborative environment Microsoft provides certain built-in functionality and
third party developers can also develop custom modifications to extend functionalities
SharePoint is a collection of products and software elements that includes among a growing selection
of components web browser based collaboration functions process management modules search
modules and a document-management platform SharePoint can be used to host web sites that access
shared workspaces information stores and documents as well as host defined applications such as
wikis and blogs All users can manipulate proprietary controls called web parts or interact with
pieces of content such as lists and document libraries
10101 Background of Corporate Document Management System at MTR
In year 2008 MTR selected Microsoft SharePoint 2007 as the future document management platform
This platform became part of the infrastructure of Document Management System (DMS) for all
departments and supported the on-going document management needs of MTR Corporation
In mid 2008 the DMS platform was established by IT department in MTR The application setup and
administration work was relied on individual department In end 2008 these two pilot trials were
rolled out with satisfactory result which interested other departments to migrate their legacy system
into e-library Basically the application setup and ownership were released to individual department
The DMS consists of Document Libraries owned by various departments and working groups Please
Improving Productivity amp Sustainability Through KMS
Page 44 of 72
refer below Figure 5 for Enterprise Information Portal After clicking the DMS in Figure 5 the site
hierarchy tree of Document Libraries folders were expanded as illustrated in Figure 6
Figure 5 Figure 6
Referring to Figure 6 the Site Hierarchy Tree shows the document libraries that are available
in corresponding departmentrsquos folder The Document Libraries is a place on a site where user can
create share and update files It contains custom properties that stores metadata of files in the libraries
and also provides fine-grained security for granting access to those files The Document Libraries are
owned by various departments and working groups in the Operations Division Respective owner
possesses the autonomy to control who can access and to what extent under the Document Libraries
Due to various issues (for example some departments are not familiar with Information System setup
and not willing to take up the duties and responsibilities of being an administrator etc) the application
of SharePoint was not widely adopted in Operations Division
Improving Productivity amp Sustainability Through KMS
Page 45 of 72
10102 Use SharePoint as E-Document Library for AFC
Before 2009 SharePoint had never been applied to AFC knowledge management activities In Jan
2010 the initial set up share folder creation and the knowledge sharing activities for AFC among all
my staff had been conducted I acted as an Administrator role to govern knowledge management
activities in SharePoint Basically Administrators needed to manage the access permission and folder
structure of individual document libraries Meanwhile other working teams were encouraged to share
their knowledge and useful documents in SharePoint Before starting these activities in SharePoint the
following setup was required to arrange
10103 Created the folder structure
In the below Figure 7 the folder structure of a document library at Site Hierarchy called AFC SDT
was created AFC staff could add files to the library and other people can make changes to them
Those changes would be stored in the library at server not at their own computers And other people
could easily access the files by using a Web browser provided that they have been granted the
permissions to do so
Improving Productivity amp Sustainability Through KMS
Page 46 of 72
Figure 7 Figure 8
10104 Define Content Types
In the above Figure 8 the content type was defined which is suitable for AFC application A content
type is used to define the attributes of a document Each content type can store different attributes in
the document library and also can associate with different document library For example all
deliverable documents in a project file may require a set of attributes such as project code and project
owner By creating a project content type the required information such as project code must be
assured and the project owner will be associated with all variants of user deliverable documents for
AFC
10105 File Permission Settings
Improving Productivity amp Sustainability Through KMS
Page 47 of 72
In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
Improving Productivity amp Sustainability Through KMS
Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
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Page 49 of 72
Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
Improving Productivity amp Sustainability Through KMS
Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
Improving Productivity amp Sustainability Through KMS
Page 51 of 72
Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
Improving Productivity amp Sustainability Through KMS
Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
Improving Productivity amp Sustainability Through KMS
Page 53 of 72
PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
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10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
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Page 57 of 72
11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 30
Improving Productivity amp Sustainability Through KMS
Page 28 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
impact
during
outsource
of AFC
maintenan
ce service
knowledg
e from
experienc
e staff
training to
experience
staff
(socialization
exchange)
Ensure
maintenan
ce
contractor
are
compete
to
maintain
the
system
Share
knowledge
with
collaboratio
n partners
No Yes Yes OK Yes Yes No
(1)
Knowledge
sharing
(socialization
exchange) (2)
Knowledge
application
(direction
routines)
4 1 1 45
Strengthen
contractor
monitoring
and
supervision
NA NA No Yes No Yes No
Knowledge
application
(routines)
2 0 3 2
Ensure no
operations
impact
during
new
project or
new
stationlin
e opening
Ensure
new
system to
implemen
t
according
to
Particular
Specificat
ion(PS)
Capture
useful
information
from
Particular
Specificatio
n
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
)
3 0 4 3
Capture
useful
information
for test amp
commissioni
No No No Yes Yes Yes No
Knowledge
capture
(externalizatio
n
internalization
3 0 4 3
Improving Productivity amp Sustainability Through KMS
Page 29 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
ng )
Ensure
defects
are
resolved
before
putting
the new
system
into
operations
Resolve all
defects
before
handover
the system
NA NA OK Yes No Yes No
Knowledge
application
(direction
routines)
3 1 2 25
Yes = 1 OK = 05 No = 0
Improving Productivity amp Sustainability Through KMS
Page 30 of 72
Steps 5 amp 7 ndash Identify the existing KM processes and assess the KM infrastructure
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
5
Build a
knowledge
database for
AFC
Establish a
knowledge
database
(1) Knowledge
capture
(externalization
internalization)
(2) Knowledge
application
(routines)
Centralize
technical
library
Intranet to
keep Work
Instruction
(WI)
procedure and
drawings
Top
management
support
Relies
mainly on
paper-based
central
library and
intranet
Intranet
calendaring
Web-based
discussion
group Staff are
willing to
share
informati
on and
knowledg
e
PC
training
room and
on-site
equipmen
t
Yes but
low
efficiency
No as
system
complexity
became
higher the
effectiveeff
iciency was
dropped due
to poor
organizing
of
information
and
knowledge
45
Ensure
maintenance
contractor
have
competence
to maintain
the system
Share
knowledge
with
collaboration
partners
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Arrange
formal
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Relied on
Email and
SharePoint
PC based
Internet and
SharePoint
Yes
Yes but
needs to
ensure new
staff(due to
turnover)
are also
competence
4
Capture key
knowledge
from
Arrange on-
the-job
training to
Knowledge
sharing
(socialization
Learning by
observation
and practice
Email and
word
processing
Mentorship
PC based
Intranet
Email and
Yes but
low
efficiency
No because
mentorship
scheme
Improving Productivity amp Sustainability Through KMS
Page 31 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
experience
staff
experience
staff
exchange) documents Microsoft
Office
applications
could only
arrange one
or two staff
for job-
attachment
35
Strengthen
training and
practice for
AFCSDT
Conduct drill
exercise
Knowledge
application
(direction
routines)
Learning by
practice
Relied on
Microsoft
Office
applications
Yes
Yes but
there is no
plan to
conduct the
drill and the
report did
not organize
in proper
manner
3
Ensure new
system to
implement
according to
Particular
Specificatio
n
Capture useful
information
from PS Knowledge
capture
(externalization
internalization)
Face-to-face
project
meetings
Project
submissions
by Email
Incentives link
to
performance
appraisal
Relied on
Email and
Sharepoint
PC based
Internet and
Sharepoint
Contracto
r are
willing to
share
informati
on with
client
PC
meeting
rooms and
site
environm
ent
Yes Yes Capture useful
information
for test amp
commissionin
g
25
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Knowledge
capture
(externalization
internalization)
Classroom
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Top
management
encouragemen
t
Part of staff
developmen
t
programme
PC based
Intranet
Email and
Microsoft
Office
applications
Staff are
willing to
learn
PC
meeting
rooms and
site
environm
ent
Yes
Yes but the
training
material did
not organize
in proper
manner
Ensure Resolve all Knowledge Face-to-face Email and Incentives link Part of pre- Maintain Yes Yes
Improving Productivity amp Sustainability Through KMS
Page 32 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
defects are
resolved
before
putting the
new system
into
operations
defects before
handover the
system
application
(direction
routines)
project
meetings
word
processing
documents
to
performance
appraisal
commissioni
ng activities
higher
performan
ce
standard
2
Ensure
maintenance
contractor
have
competence
to maintain
the system
Strengthen
contractor
monitoring
and
supervision
Knowledge
application
(routines)
Face-to-face
performance
review
meetings
Part of post-
commissioni
ng activities
Yes Yes
Improving Productivity amp Sustainability Through KMS
Page 33 of 72
Steps 8 ndash Develop additional needed KM systems mechanisms and technologies
Priority Major Processes Sub-processes Recommended KM Processes Develop Additional Needed KM Systems
Mechanisms Technologies
5 Build a knowledge
database for AFC
Establish a knowledge
database
(1) Knowledge capture
(externalization internalization)
(2) Knowledge application
(routines)
Convert AFC knowledge into explicit
forms
(1) Apply SharePoint to build a
document-management platform for
AFC SharePoint needs to be
customized the architecture for AFC
As such it becomes an access shared
workspaces information stores and
documents
(2) Apply MTR Creator (Web-based
discussion groups) to share
knowledge for AFC
45
Ensure maintenance
contractor have
competence to
maintain the system
Share knowledge with
collaboration partners
(1) Knowledge sharing
(socialization exchange)
(2) Knowledge application
(direction routines)
(1) Utilize of knowledge stored in
SharePoint
(2) Assess the competence level of
maintenance contractor periodically
4
Capture key
knowledge from
experience staff
Arrange on-the-job
training to experience
staff
Knowledge sharing (socialization
exchange)
(1) Capture and transfer of expertsrsquo
knowledge into procedures in
centralize electronic document system
(2) Conduct case study to strengthen
internalization process
35 Strengthen training
and practice for
AFCSDT
Conduct drill exercise Knowledge application (direction
routines)
To share drill report procedures best
practices and lessons learned for AFC
25 Arrange formal training Knowledge capture
(externalization internalization) To share training material for AFC
Improving Productivity amp Sustainability Through KMS
Page 34 of 72
94 Analysis and Recommendation
Base on the above Item 93 of KM assessment below are the analysis and recommendation
941 Analysis
- MTR is a large transportation company that pursued a low-cost business strategy to operate
its systems in a safe and reliable manner
- MTR faces low levels of uncertainty because of monopoly AFC tasks are highly dependent
because individual machines are co-related
- MTR relies mainly on explicit procedure knowledge However several projects and railway
extensions make frequent changes in the system As such MTR becomes more rely on the
tacit knowledge possessed by its employees
- MTR had pursued technologies (eg SharePoint and Web-based discussion groups) to
support knowledge management The company had set-up the platform but there was no
expertise to customize particular application Staff had just used these softwares as rituals
rather than knowledge capturing or sharing platform
942 Recommendations
- To enhance people-to-document through more on-the-job training and develop an electronic
document system that codifies stores disseminates and allows reuse of knowledge for AFC
Improving Productivity amp Sustainability Through KMS
Page 35 of 72
- MTR had successfully applied the SharePoint in projects and railway extensions as pilot
Because of the reuse economics MTR shall further extend the application of SharePoint in
Operations Department and arrange expertise to customize the application for AFC
- Establishment and use of communities of AFC to support socialisation capture and reuse of
knowledge To enhance socialisation through more job attachments meetings and group
projects
- To enhance internalisation through more training case studies and presentations
- To motivate staff to setup amp maintain KMS for ongoing operations
bull Physiological need
ndash Review salary by staff performance
ndash Clear reward system
bull Safety need
ndash Job is secured even though share knowledge with others
ndash Training for staff without enough skill
bull Belongingness need
ndash Knowledge sharing (eg Share knowledge in SharePoint)
ndash More team activity (eg Work Improvement Team for AFC)
bull Self esteem need
ndash Social relationship with other
ndash After-office-hour activities
ndash Promotion opportunity
Improving Productivity amp Sustainability Through KMS
Page 36 of 72
10 Implementation Strategies and Plan
Below are the implementation strategies and plans
101 Use Information Technologies and Existing Resources
Based on Item 94 of KM analysis and recommendation below are the implementation details and
strategies Information technologies will be used as practical tools for activities mainly performed
and directed by humans to achieve real knowledge-based organizations Further it is inclined to use
existing resources and infrastructure due to time and budget constraints
102 Web-based Technologies
Among information technologies the web-based collaborative tools such as Wiki are very
successful and made it possible for corporate employees to continuously contribute and access
information to and from the central repository Virtual world further increased collaborative
opportunities in the process of knowledge sharing In virtual world a team can work synchronously
The new generations of virtual world tools allow the team not only meet and exchange ideas verbally
but also document them by creating processes procedures and diagrams of concepts that are
explicitly formed one part of the base of organizational knowledge
103 Codification Approach
One strategy to KM involves active management of knowledge (push strategy) In such an instance
individuals strive to explicitly encode their knowledge into a shared knowledge repository such as a
database as well as retrieving knowledge they need which other individuals have provided to the
Improving Productivity amp Sustainability Through KMS
Page 37 of 72
repository This is also commonly known as codification approach to KM In the below section
SharePoint will be used to implement a shared knowledge repository
104 Personalization Approach
Another strategy to KM involves individuals who make requests for knowledge from experts
associated with a particular subject on an ad hoc basis (pull strategy) In such an instance experts
can provide their insights to the particular person or people who need this information This is also
commonly known as the personalization approach to KM In the below section MTR Creators will
be used to implement an E-Discussion Forum Within MTR Creators Subject Matter Advisor (SMA)
will act as an expert to provide feedback to particular questioner
105 KM Mechanisms
Knowledge can be accessed at three stages of ldquobeforerdquo ldquoduringrdquo and ldquoafter KM-related activities
Different organizations have tried various knowledge capture incentives including making content
submission mandatory and incorporating rewards into performance measurement plans as motivation
Whenever staff found that KMS is useful for them or once the habit of contributing sharing and
accessing knowledge is instilled incentivesmotivation are no longer required In the below section
rewards scheme will be incorporated into Annual Performance Appraisal to evaluate the contribution
of KM
106 Knowledge Management Software
Knowledge Management Software is a subset of enterprise content management software which
contains a range of software that specializes in the way information is collected stored andor
accessed The knowledge management is based on a range of practices used by an individual a
Improving Productivity amp Sustainability Through KMS
Page 38 of 72
business and a large corporation to identify create represent and redistribute information for a
range of purposes Software that enables an information practice or range of practices at any part of
the processes of information management can be deemed as information management software A
subset of information management software emphasizes an approach to build knowledge out of
information that is managed or contained which is often called knowledge management software
107 Selection of Knowledge Management Software
In 2008 and 2009 MTR had spent a lot of resources and make huge investments in the latest
technologies (eg SharePoint 2007) systems (MTR Creators) and infrastructures to support
knowledge management Furthermore these knowledge management software tools have the
advantages of using organizationrsquos existing information technology infrastructure with supporting by
senior management Additionally there was no funding for the implementation of this project
Hence existing resources will be made good use of building the application for AFC instead of
sourcing alternative software
1071 SWOT Analysis
In the following table a SWOT analysis is conducted SharePoint (existing resources) and PC Base
Expert System are selected for comparison The aim is to select the right technology to build the
web-base knowledge repositories
SharePoint PC Base Expert System
Strength
(1) Because of existing resources
(introduced in end 2008) it is not required
(1) Can develop as artificial
intelligence by means of Case-
Improving Productivity amp Sustainability Through KMS
Page 39 of 72
to raise funding
(2) Minimum user training
(3) Just need to do the setup customization
and administrative work
(4) Web-base document library can also
fulfill business objectives
(5) Relative easy to do the setup
customization amp administration
based or rule-Based reasoning
systems
(2) Can develop as web-base
library
(3) Fulfill business objectives
Weakness
Expertise to do setup customization amp
administration
(1) Need to raise additional cost
Relative longer development time
(2) Need expertise to develop
Opportunities
(1) Relative easy to get short win
(2) Management support in prior
More applications by means of
Case-based or rule-based
reasoning systems
Threat
Limited applications Higher cost but other technologies
may fulfill the same objectives
In the following table SWOT analysis is conducted MTR Creators (existing resources) and Yahoo
Knowledge are selected for comparison The aim is to select the right collaborative technology
(groupware etc) to build an E-discussion forum
Improving Productivity amp Sustainability Through KMS
Page 40 of 72
MTR Creators Yahoo Knowledge
Strength
(1) Because of existing resources
(introduced in end 2009) it is not required
to raise funding
(2) Minimum user training
(3) Just need to do the setup
customization and administrative work
(4) The web-base discussion forum can
fulfill business objectives
(1) Able to fulfill business
objectives
(2) Attractive MMI
(3) With scoring system to
encourage people to participate
(4) High degree of information
(5) Open to public
(6) No need to do setup
Weakness
(1) Limited to internal expertise
(2) Need to do the setup customization amp
administration work
Insufficient knowledge for specific
systems
Opportunities Management support in prior No cost is required
Threat
Have redundancy by means of Email or
other technologies
The answer has no guarantee
After analyzed SharePoint is selected to build web-base knowledge repositories because of no cost
and short implementation time while MTR Creators is selected to build an E-discussion forum with
the same reason More important both technologies are able to fulfill business objectives
108 Implementation Approaches
Both SharePoint and MTR Creators were not widely adopted at the beginning (mid of 2009) This
was because no expertise was willing to do the customization setup and administration work for the
Improving Productivity amp Sustainability Through KMS
Page 41 of 72
particular applications within the department In light of this these resources will be made good use
of and tried to maximize the utilization of these technologies and existing infrastructure In the
below sections setup customization and administrative works for SharePoint and MTR Creators
will be conducted The purpose is to build an E-document library and E-discussion forum to in line
with KM mechanisms
Improving Productivity amp Sustainability Through KMS
Page 42 of 72
109 Implementation Plan
Below is the project timeline In Jan 2010 all the setup and customization works for AFC had been completed In Feb 2010
application for these technologies together with other KM mechanisms had been started AFC SDT and other AFC team with a total
of about 22 staff were selected to apply the KMS for AFC In Jan 2010 a questionnaire had been sent to them to collect their needs
for AFC and their views for KMS In Jun 2010 another questionnaire had been sent to them to collect their comments after applying
the KMS for five months
November January February March April May
1 Review business context
2 Problem statement
3 Define project objective amp scope
4 Literature review
5 Data collection amp assessment
6 Implementation
7 Performance evaluation amp control
8 Submit project report
Tasks2009 2010
DescriptionJuneDecember
Improving Productivity amp Sustainability Through KMS
Page 43 of 72
1010 SharePoint
Microsoft SharePoint also known as Microsoft SharePoint Products and Technologies is a content
management system with integrated search functionality developed by Microsoft that allows users to
work in a web-based collaborative environment Microsoft provides certain built-in functionality and
third party developers can also develop custom modifications to extend functionalities
SharePoint is a collection of products and software elements that includes among a growing selection
of components web browser based collaboration functions process management modules search
modules and a document-management platform SharePoint can be used to host web sites that access
shared workspaces information stores and documents as well as host defined applications such as
wikis and blogs All users can manipulate proprietary controls called web parts or interact with
pieces of content such as lists and document libraries
10101 Background of Corporate Document Management System at MTR
In year 2008 MTR selected Microsoft SharePoint 2007 as the future document management platform
This platform became part of the infrastructure of Document Management System (DMS) for all
departments and supported the on-going document management needs of MTR Corporation
In mid 2008 the DMS platform was established by IT department in MTR The application setup and
administration work was relied on individual department In end 2008 these two pilot trials were
rolled out with satisfactory result which interested other departments to migrate their legacy system
into e-library Basically the application setup and ownership were released to individual department
The DMS consists of Document Libraries owned by various departments and working groups Please
Improving Productivity amp Sustainability Through KMS
Page 44 of 72
refer below Figure 5 for Enterprise Information Portal After clicking the DMS in Figure 5 the site
hierarchy tree of Document Libraries folders were expanded as illustrated in Figure 6
Figure 5 Figure 6
Referring to Figure 6 the Site Hierarchy Tree shows the document libraries that are available
in corresponding departmentrsquos folder The Document Libraries is a place on a site where user can
create share and update files It contains custom properties that stores metadata of files in the libraries
and also provides fine-grained security for granting access to those files The Document Libraries are
owned by various departments and working groups in the Operations Division Respective owner
possesses the autonomy to control who can access and to what extent under the Document Libraries
Due to various issues (for example some departments are not familiar with Information System setup
and not willing to take up the duties and responsibilities of being an administrator etc) the application
of SharePoint was not widely adopted in Operations Division
Improving Productivity amp Sustainability Through KMS
Page 45 of 72
10102 Use SharePoint as E-Document Library for AFC
Before 2009 SharePoint had never been applied to AFC knowledge management activities In Jan
2010 the initial set up share folder creation and the knowledge sharing activities for AFC among all
my staff had been conducted I acted as an Administrator role to govern knowledge management
activities in SharePoint Basically Administrators needed to manage the access permission and folder
structure of individual document libraries Meanwhile other working teams were encouraged to share
their knowledge and useful documents in SharePoint Before starting these activities in SharePoint the
following setup was required to arrange
10103 Created the folder structure
In the below Figure 7 the folder structure of a document library at Site Hierarchy called AFC SDT
was created AFC staff could add files to the library and other people can make changes to them
Those changes would be stored in the library at server not at their own computers And other people
could easily access the files by using a Web browser provided that they have been granted the
permissions to do so
Improving Productivity amp Sustainability Through KMS
Page 46 of 72
Figure 7 Figure 8
10104 Define Content Types
In the above Figure 8 the content type was defined which is suitable for AFC application A content
type is used to define the attributes of a document Each content type can store different attributes in
the document library and also can associate with different document library For example all
deliverable documents in a project file may require a set of attributes such as project code and project
owner By creating a project content type the required information such as project code must be
assured and the project owner will be associated with all variants of user deliverable documents for
AFC
10105 File Permission Settings
Improving Productivity amp Sustainability Through KMS
Page 47 of 72
In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
Improving Productivity amp Sustainability Through KMS
Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
Improving Productivity amp Sustainability Through KMS
Page 49 of 72
Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
Improving Productivity amp Sustainability Through KMS
Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
Improving Productivity amp Sustainability Through KMS
Page 51 of 72
Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
Improving Productivity amp Sustainability Through KMS
Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
Improving Productivity amp Sustainability Through KMS
Page 53 of 72
PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
Improving Productivity amp Sustainability Through KMS
Page 56 of 72
10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
Improving Productivity amp Sustainability Through KMS
Page 57 of 72
11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 31
Improving Productivity amp Sustainability Through KMS
Page 29 of 72
Business
Objectives
Major
Processes
Sub-
processes
Contingency Factors Prioritizing KM Processes
Task Characteristics Knowledge
Characteristics Organization
Size = Small
Business
Strategy =
Low Cost
Environmenta
l Uncertainty
= High
Recommended
KM Processes
Number
of Yes
Number
of OK
Number
of No
Cumulat
ive
Priority
Score
Task
Uncertainty =
High
Task
Dependence
= High
Tacit
Knowledge
Procedural
Knowledge
ng )
Ensure
defects
are
resolved
before
putting
the new
system
into
operations
Resolve all
defects
before
handover
the system
NA NA OK Yes No Yes No
Knowledge
application
(direction
routines)
3 1 2 25
Yes = 1 OK = 05 No = 0
Improving Productivity amp Sustainability Through KMS
Page 30 of 72
Steps 5 amp 7 ndash Identify the existing KM processes and assess the KM infrastructure
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
5
Build a
knowledge
database for
AFC
Establish a
knowledge
database
(1) Knowledge
capture
(externalization
internalization)
(2) Knowledge
application
(routines)
Centralize
technical
library
Intranet to
keep Work
Instruction
(WI)
procedure and
drawings
Top
management
support
Relies
mainly on
paper-based
central
library and
intranet
Intranet
calendaring
Web-based
discussion
group Staff are
willing to
share
informati
on and
knowledg
e
PC
training
room and
on-site
equipmen
t
Yes but
low
efficiency
No as
system
complexity
became
higher the
effectiveeff
iciency was
dropped due
to poor
organizing
of
information
and
knowledge
45
Ensure
maintenance
contractor
have
competence
to maintain
the system
Share
knowledge
with
collaboration
partners
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Arrange
formal
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Relied on
Email and
SharePoint
PC based
Internet and
SharePoint
Yes
Yes but
needs to
ensure new
staff(due to
turnover)
are also
competence
4
Capture key
knowledge
from
Arrange on-
the-job
training to
Knowledge
sharing
(socialization
Learning by
observation
and practice
Email and
word
processing
Mentorship
PC based
Intranet
Email and
Yes but
low
efficiency
No because
mentorship
scheme
Improving Productivity amp Sustainability Through KMS
Page 31 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
experience
staff
experience
staff
exchange) documents Microsoft
Office
applications
could only
arrange one
or two staff
for job-
attachment
35
Strengthen
training and
practice for
AFCSDT
Conduct drill
exercise
Knowledge
application
(direction
routines)
Learning by
practice
Relied on
Microsoft
Office
applications
Yes
Yes but
there is no
plan to
conduct the
drill and the
report did
not organize
in proper
manner
3
Ensure new
system to
implement
according to
Particular
Specificatio
n
Capture useful
information
from PS Knowledge
capture
(externalization
internalization)
Face-to-face
project
meetings
Project
submissions
by Email
Incentives link
to
performance
appraisal
Relied on
Email and
Sharepoint
PC based
Internet and
Sharepoint
Contracto
r are
willing to
share
informati
on with
client
PC
meeting
rooms and
site
environm
ent
Yes Yes Capture useful
information
for test amp
commissionin
g
25
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Knowledge
capture
(externalization
internalization)
Classroom
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Top
management
encouragemen
t
Part of staff
developmen
t
programme
PC based
Intranet
Email and
Microsoft
Office
applications
Staff are
willing to
learn
PC
meeting
rooms and
site
environm
ent
Yes
Yes but the
training
material did
not organize
in proper
manner
Ensure Resolve all Knowledge Face-to-face Email and Incentives link Part of pre- Maintain Yes Yes
Improving Productivity amp Sustainability Through KMS
Page 32 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
defects are
resolved
before
putting the
new system
into
operations
defects before
handover the
system
application
(direction
routines)
project
meetings
word
processing
documents
to
performance
appraisal
commissioni
ng activities
higher
performan
ce
standard
2
Ensure
maintenance
contractor
have
competence
to maintain
the system
Strengthen
contractor
monitoring
and
supervision
Knowledge
application
(routines)
Face-to-face
performance
review
meetings
Part of post-
commissioni
ng activities
Yes Yes
Improving Productivity amp Sustainability Through KMS
Page 33 of 72
Steps 8 ndash Develop additional needed KM systems mechanisms and technologies
Priority Major Processes Sub-processes Recommended KM Processes Develop Additional Needed KM Systems
Mechanisms Technologies
5 Build a knowledge
database for AFC
Establish a knowledge
database
(1) Knowledge capture
(externalization internalization)
(2) Knowledge application
(routines)
Convert AFC knowledge into explicit
forms
(1) Apply SharePoint to build a
document-management platform for
AFC SharePoint needs to be
customized the architecture for AFC
As such it becomes an access shared
workspaces information stores and
documents
(2) Apply MTR Creator (Web-based
discussion groups) to share
knowledge for AFC
45
Ensure maintenance
contractor have
competence to
maintain the system
Share knowledge with
collaboration partners
(1) Knowledge sharing
(socialization exchange)
(2) Knowledge application
(direction routines)
(1) Utilize of knowledge stored in
SharePoint
(2) Assess the competence level of
maintenance contractor periodically
4
Capture key
knowledge from
experience staff
Arrange on-the-job
training to experience
staff
Knowledge sharing (socialization
exchange)
(1) Capture and transfer of expertsrsquo
knowledge into procedures in
centralize electronic document system
(2) Conduct case study to strengthen
internalization process
35 Strengthen training
and practice for
AFCSDT
Conduct drill exercise Knowledge application (direction
routines)
To share drill report procedures best
practices and lessons learned for AFC
25 Arrange formal training Knowledge capture
(externalization internalization) To share training material for AFC
Improving Productivity amp Sustainability Through KMS
Page 34 of 72
94 Analysis and Recommendation
Base on the above Item 93 of KM assessment below are the analysis and recommendation
941 Analysis
- MTR is a large transportation company that pursued a low-cost business strategy to operate
its systems in a safe and reliable manner
- MTR faces low levels of uncertainty because of monopoly AFC tasks are highly dependent
because individual machines are co-related
- MTR relies mainly on explicit procedure knowledge However several projects and railway
extensions make frequent changes in the system As such MTR becomes more rely on the
tacit knowledge possessed by its employees
- MTR had pursued technologies (eg SharePoint and Web-based discussion groups) to
support knowledge management The company had set-up the platform but there was no
expertise to customize particular application Staff had just used these softwares as rituals
rather than knowledge capturing or sharing platform
942 Recommendations
- To enhance people-to-document through more on-the-job training and develop an electronic
document system that codifies stores disseminates and allows reuse of knowledge for AFC
Improving Productivity amp Sustainability Through KMS
Page 35 of 72
- MTR had successfully applied the SharePoint in projects and railway extensions as pilot
Because of the reuse economics MTR shall further extend the application of SharePoint in
Operations Department and arrange expertise to customize the application for AFC
- Establishment and use of communities of AFC to support socialisation capture and reuse of
knowledge To enhance socialisation through more job attachments meetings and group
projects
- To enhance internalisation through more training case studies and presentations
- To motivate staff to setup amp maintain KMS for ongoing operations
bull Physiological need
ndash Review salary by staff performance
ndash Clear reward system
bull Safety need
ndash Job is secured even though share knowledge with others
ndash Training for staff without enough skill
bull Belongingness need
ndash Knowledge sharing (eg Share knowledge in SharePoint)
ndash More team activity (eg Work Improvement Team for AFC)
bull Self esteem need
ndash Social relationship with other
ndash After-office-hour activities
ndash Promotion opportunity
Improving Productivity amp Sustainability Through KMS
Page 36 of 72
10 Implementation Strategies and Plan
Below are the implementation strategies and plans
101 Use Information Technologies and Existing Resources
Based on Item 94 of KM analysis and recommendation below are the implementation details and
strategies Information technologies will be used as practical tools for activities mainly performed
and directed by humans to achieve real knowledge-based organizations Further it is inclined to use
existing resources and infrastructure due to time and budget constraints
102 Web-based Technologies
Among information technologies the web-based collaborative tools such as Wiki are very
successful and made it possible for corporate employees to continuously contribute and access
information to and from the central repository Virtual world further increased collaborative
opportunities in the process of knowledge sharing In virtual world a team can work synchronously
The new generations of virtual world tools allow the team not only meet and exchange ideas verbally
but also document them by creating processes procedures and diagrams of concepts that are
explicitly formed one part of the base of organizational knowledge
103 Codification Approach
One strategy to KM involves active management of knowledge (push strategy) In such an instance
individuals strive to explicitly encode their knowledge into a shared knowledge repository such as a
database as well as retrieving knowledge they need which other individuals have provided to the
Improving Productivity amp Sustainability Through KMS
Page 37 of 72
repository This is also commonly known as codification approach to KM In the below section
SharePoint will be used to implement a shared knowledge repository
104 Personalization Approach
Another strategy to KM involves individuals who make requests for knowledge from experts
associated with a particular subject on an ad hoc basis (pull strategy) In such an instance experts
can provide their insights to the particular person or people who need this information This is also
commonly known as the personalization approach to KM In the below section MTR Creators will
be used to implement an E-Discussion Forum Within MTR Creators Subject Matter Advisor (SMA)
will act as an expert to provide feedback to particular questioner
105 KM Mechanisms
Knowledge can be accessed at three stages of ldquobeforerdquo ldquoduringrdquo and ldquoafter KM-related activities
Different organizations have tried various knowledge capture incentives including making content
submission mandatory and incorporating rewards into performance measurement plans as motivation
Whenever staff found that KMS is useful for them or once the habit of contributing sharing and
accessing knowledge is instilled incentivesmotivation are no longer required In the below section
rewards scheme will be incorporated into Annual Performance Appraisal to evaluate the contribution
of KM
106 Knowledge Management Software
Knowledge Management Software is a subset of enterprise content management software which
contains a range of software that specializes in the way information is collected stored andor
accessed The knowledge management is based on a range of practices used by an individual a
Improving Productivity amp Sustainability Through KMS
Page 38 of 72
business and a large corporation to identify create represent and redistribute information for a
range of purposes Software that enables an information practice or range of practices at any part of
the processes of information management can be deemed as information management software A
subset of information management software emphasizes an approach to build knowledge out of
information that is managed or contained which is often called knowledge management software
107 Selection of Knowledge Management Software
In 2008 and 2009 MTR had spent a lot of resources and make huge investments in the latest
technologies (eg SharePoint 2007) systems (MTR Creators) and infrastructures to support
knowledge management Furthermore these knowledge management software tools have the
advantages of using organizationrsquos existing information technology infrastructure with supporting by
senior management Additionally there was no funding for the implementation of this project
Hence existing resources will be made good use of building the application for AFC instead of
sourcing alternative software
1071 SWOT Analysis
In the following table a SWOT analysis is conducted SharePoint (existing resources) and PC Base
Expert System are selected for comparison The aim is to select the right technology to build the
web-base knowledge repositories
SharePoint PC Base Expert System
Strength
(1) Because of existing resources
(introduced in end 2008) it is not required
(1) Can develop as artificial
intelligence by means of Case-
Improving Productivity amp Sustainability Through KMS
Page 39 of 72
to raise funding
(2) Minimum user training
(3) Just need to do the setup customization
and administrative work
(4) Web-base document library can also
fulfill business objectives
(5) Relative easy to do the setup
customization amp administration
based or rule-Based reasoning
systems
(2) Can develop as web-base
library
(3) Fulfill business objectives
Weakness
Expertise to do setup customization amp
administration
(1) Need to raise additional cost
Relative longer development time
(2) Need expertise to develop
Opportunities
(1) Relative easy to get short win
(2) Management support in prior
More applications by means of
Case-based or rule-based
reasoning systems
Threat
Limited applications Higher cost but other technologies
may fulfill the same objectives
In the following table SWOT analysis is conducted MTR Creators (existing resources) and Yahoo
Knowledge are selected for comparison The aim is to select the right collaborative technology
(groupware etc) to build an E-discussion forum
Improving Productivity amp Sustainability Through KMS
Page 40 of 72
MTR Creators Yahoo Knowledge
Strength
(1) Because of existing resources
(introduced in end 2009) it is not required
to raise funding
(2) Minimum user training
(3) Just need to do the setup
customization and administrative work
(4) The web-base discussion forum can
fulfill business objectives
(1) Able to fulfill business
objectives
(2) Attractive MMI
(3) With scoring system to
encourage people to participate
(4) High degree of information
(5) Open to public
(6) No need to do setup
Weakness
(1) Limited to internal expertise
(2) Need to do the setup customization amp
administration work
Insufficient knowledge for specific
systems
Opportunities Management support in prior No cost is required
Threat
Have redundancy by means of Email or
other technologies
The answer has no guarantee
After analyzed SharePoint is selected to build web-base knowledge repositories because of no cost
and short implementation time while MTR Creators is selected to build an E-discussion forum with
the same reason More important both technologies are able to fulfill business objectives
108 Implementation Approaches
Both SharePoint and MTR Creators were not widely adopted at the beginning (mid of 2009) This
was because no expertise was willing to do the customization setup and administration work for the
Improving Productivity amp Sustainability Through KMS
Page 41 of 72
particular applications within the department In light of this these resources will be made good use
of and tried to maximize the utilization of these technologies and existing infrastructure In the
below sections setup customization and administrative works for SharePoint and MTR Creators
will be conducted The purpose is to build an E-document library and E-discussion forum to in line
with KM mechanisms
Improving Productivity amp Sustainability Through KMS
Page 42 of 72
109 Implementation Plan
Below is the project timeline In Jan 2010 all the setup and customization works for AFC had been completed In Feb 2010
application for these technologies together with other KM mechanisms had been started AFC SDT and other AFC team with a total
of about 22 staff were selected to apply the KMS for AFC In Jan 2010 a questionnaire had been sent to them to collect their needs
for AFC and their views for KMS In Jun 2010 another questionnaire had been sent to them to collect their comments after applying
the KMS for five months
November January February March April May
1 Review business context
2 Problem statement
3 Define project objective amp scope
4 Literature review
5 Data collection amp assessment
6 Implementation
7 Performance evaluation amp control
8 Submit project report
Tasks2009 2010
DescriptionJuneDecember
Improving Productivity amp Sustainability Through KMS
Page 43 of 72
1010 SharePoint
Microsoft SharePoint also known as Microsoft SharePoint Products and Technologies is a content
management system with integrated search functionality developed by Microsoft that allows users to
work in a web-based collaborative environment Microsoft provides certain built-in functionality and
third party developers can also develop custom modifications to extend functionalities
SharePoint is a collection of products and software elements that includes among a growing selection
of components web browser based collaboration functions process management modules search
modules and a document-management platform SharePoint can be used to host web sites that access
shared workspaces information stores and documents as well as host defined applications such as
wikis and blogs All users can manipulate proprietary controls called web parts or interact with
pieces of content such as lists and document libraries
10101 Background of Corporate Document Management System at MTR
In year 2008 MTR selected Microsoft SharePoint 2007 as the future document management platform
This platform became part of the infrastructure of Document Management System (DMS) for all
departments and supported the on-going document management needs of MTR Corporation
In mid 2008 the DMS platform was established by IT department in MTR The application setup and
administration work was relied on individual department In end 2008 these two pilot trials were
rolled out with satisfactory result which interested other departments to migrate their legacy system
into e-library Basically the application setup and ownership were released to individual department
The DMS consists of Document Libraries owned by various departments and working groups Please
Improving Productivity amp Sustainability Through KMS
Page 44 of 72
refer below Figure 5 for Enterprise Information Portal After clicking the DMS in Figure 5 the site
hierarchy tree of Document Libraries folders were expanded as illustrated in Figure 6
Figure 5 Figure 6
Referring to Figure 6 the Site Hierarchy Tree shows the document libraries that are available
in corresponding departmentrsquos folder The Document Libraries is a place on a site where user can
create share and update files It contains custom properties that stores metadata of files in the libraries
and also provides fine-grained security for granting access to those files The Document Libraries are
owned by various departments and working groups in the Operations Division Respective owner
possesses the autonomy to control who can access and to what extent under the Document Libraries
Due to various issues (for example some departments are not familiar with Information System setup
and not willing to take up the duties and responsibilities of being an administrator etc) the application
of SharePoint was not widely adopted in Operations Division
Improving Productivity amp Sustainability Through KMS
Page 45 of 72
10102 Use SharePoint as E-Document Library for AFC
Before 2009 SharePoint had never been applied to AFC knowledge management activities In Jan
2010 the initial set up share folder creation and the knowledge sharing activities for AFC among all
my staff had been conducted I acted as an Administrator role to govern knowledge management
activities in SharePoint Basically Administrators needed to manage the access permission and folder
structure of individual document libraries Meanwhile other working teams were encouraged to share
their knowledge and useful documents in SharePoint Before starting these activities in SharePoint the
following setup was required to arrange
10103 Created the folder structure
In the below Figure 7 the folder structure of a document library at Site Hierarchy called AFC SDT
was created AFC staff could add files to the library and other people can make changes to them
Those changes would be stored in the library at server not at their own computers And other people
could easily access the files by using a Web browser provided that they have been granted the
permissions to do so
Improving Productivity amp Sustainability Through KMS
Page 46 of 72
Figure 7 Figure 8
10104 Define Content Types
In the above Figure 8 the content type was defined which is suitable for AFC application A content
type is used to define the attributes of a document Each content type can store different attributes in
the document library and also can associate with different document library For example all
deliverable documents in a project file may require a set of attributes such as project code and project
owner By creating a project content type the required information such as project code must be
assured and the project owner will be associated with all variants of user deliverable documents for
AFC
10105 File Permission Settings
Improving Productivity amp Sustainability Through KMS
Page 47 of 72
In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
Improving Productivity amp Sustainability Through KMS
Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
Improving Productivity amp Sustainability Through KMS
Page 49 of 72
Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
Improving Productivity amp Sustainability Through KMS
Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
Improving Productivity amp Sustainability Through KMS
Page 51 of 72
Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
Improving Productivity amp Sustainability Through KMS
Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
Improving Productivity amp Sustainability Through KMS
Page 53 of 72
PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
Improving Productivity amp Sustainability Through KMS
Page 56 of 72
10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
Improving Productivity amp Sustainability Through KMS
Page 57 of 72
11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 32
Improving Productivity amp Sustainability Through KMS
Page 30 of 72
Steps 5 amp 7 ndash Identify the existing KM processes and assess the KM infrastructure
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
5
Build a
knowledge
database for
AFC
Establish a
knowledge
database
(1) Knowledge
capture
(externalization
internalization)
(2) Knowledge
application
(routines)
Centralize
technical
library
Intranet to
keep Work
Instruction
(WI)
procedure and
drawings
Top
management
support
Relies
mainly on
paper-based
central
library and
intranet
Intranet
calendaring
Web-based
discussion
group Staff are
willing to
share
informati
on and
knowledg
e
PC
training
room and
on-site
equipmen
t
Yes but
low
efficiency
No as
system
complexity
became
higher the
effectiveeff
iciency was
dropped due
to poor
organizing
of
information
and
knowledge
45
Ensure
maintenance
contractor
have
competence
to maintain
the system
Share
knowledge
with
collaboration
partners
(1) Knowledge
sharing
(socialization
exchange)
(2) Knowledge
application
(direction
routines)
Arrange
formal
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Relied on
Email and
SharePoint
PC based
Internet and
SharePoint
Yes
Yes but
needs to
ensure new
staff(due to
turnover)
are also
competence
4
Capture key
knowledge
from
Arrange on-
the-job
training to
Knowledge
sharing
(socialization
Learning by
observation
and practice
Email and
word
processing
Mentorship
PC based
Intranet
Email and
Yes but
low
efficiency
No because
mentorship
scheme
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Page 31 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
experience
staff
experience
staff
exchange) documents Microsoft
Office
applications
could only
arrange one
or two staff
for job-
attachment
35
Strengthen
training and
practice for
AFCSDT
Conduct drill
exercise
Knowledge
application
(direction
routines)
Learning by
practice
Relied on
Microsoft
Office
applications
Yes
Yes but
there is no
plan to
conduct the
drill and the
report did
not organize
in proper
manner
3
Ensure new
system to
implement
according to
Particular
Specificatio
n
Capture useful
information
from PS Knowledge
capture
(externalization
internalization)
Face-to-face
project
meetings
Project
submissions
by Email
Incentives link
to
performance
appraisal
Relied on
Email and
Sharepoint
PC based
Internet and
Sharepoint
Contracto
r are
willing to
share
informati
on with
client
PC
meeting
rooms and
site
environm
ent
Yes Yes Capture useful
information
for test amp
commissionin
g
25
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Knowledge
capture
(externalization
internalization)
Classroom
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Top
management
encouragemen
t
Part of staff
developmen
t
programme
PC based
Intranet
Email and
Microsoft
Office
applications
Staff are
willing to
learn
PC
meeting
rooms and
site
environm
ent
Yes
Yes but the
training
material did
not organize
in proper
manner
Ensure Resolve all Knowledge Face-to-face Email and Incentives link Part of pre- Maintain Yes Yes
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Page 32 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
defects are
resolved
before
putting the
new system
into
operations
defects before
handover the
system
application
(direction
routines)
project
meetings
word
processing
documents
to
performance
appraisal
commissioni
ng activities
higher
performan
ce
standard
2
Ensure
maintenance
contractor
have
competence
to maintain
the system
Strengthen
contractor
monitoring
and
supervision
Knowledge
application
(routines)
Face-to-face
performance
review
meetings
Part of post-
commissioni
ng activities
Yes Yes
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Steps 8 ndash Develop additional needed KM systems mechanisms and technologies
Priority Major Processes Sub-processes Recommended KM Processes Develop Additional Needed KM Systems
Mechanisms Technologies
5 Build a knowledge
database for AFC
Establish a knowledge
database
(1) Knowledge capture
(externalization internalization)
(2) Knowledge application
(routines)
Convert AFC knowledge into explicit
forms
(1) Apply SharePoint to build a
document-management platform for
AFC SharePoint needs to be
customized the architecture for AFC
As such it becomes an access shared
workspaces information stores and
documents
(2) Apply MTR Creator (Web-based
discussion groups) to share
knowledge for AFC
45
Ensure maintenance
contractor have
competence to
maintain the system
Share knowledge with
collaboration partners
(1) Knowledge sharing
(socialization exchange)
(2) Knowledge application
(direction routines)
(1) Utilize of knowledge stored in
SharePoint
(2) Assess the competence level of
maintenance contractor periodically
4
Capture key
knowledge from
experience staff
Arrange on-the-job
training to experience
staff
Knowledge sharing (socialization
exchange)
(1) Capture and transfer of expertsrsquo
knowledge into procedures in
centralize electronic document system
(2) Conduct case study to strengthen
internalization process
35 Strengthen training
and practice for
AFCSDT
Conduct drill exercise Knowledge application (direction
routines)
To share drill report procedures best
practices and lessons learned for AFC
25 Arrange formal training Knowledge capture
(externalization internalization) To share training material for AFC
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94 Analysis and Recommendation
Base on the above Item 93 of KM assessment below are the analysis and recommendation
941 Analysis
- MTR is a large transportation company that pursued a low-cost business strategy to operate
its systems in a safe and reliable manner
- MTR faces low levels of uncertainty because of monopoly AFC tasks are highly dependent
because individual machines are co-related
- MTR relies mainly on explicit procedure knowledge However several projects and railway
extensions make frequent changes in the system As such MTR becomes more rely on the
tacit knowledge possessed by its employees
- MTR had pursued technologies (eg SharePoint and Web-based discussion groups) to
support knowledge management The company had set-up the platform but there was no
expertise to customize particular application Staff had just used these softwares as rituals
rather than knowledge capturing or sharing platform
942 Recommendations
- To enhance people-to-document through more on-the-job training and develop an electronic
document system that codifies stores disseminates and allows reuse of knowledge for AFC
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Page 35 of 72
- MTR had successfully applied the SharePoint in projects and railway extensions as pilot
Because of the reuse economics MTR shall further extend the application of SharePoint in
Operations Department and arrange expertise to customize the application for AFC
- Establishment and use of communities of AFC to support socialisation capture and reuse of
knowledge To enhance socialisation through more job attachments meetings and group
projects
- To enhance internalisation through more training case studies and presentations
- To motivate staff to setup amp maintain KMS for ongoing operations
bull Physiological need
ndash Review salary by staff performance
ndash Clear reward system
bull Safety need
ndash Job is secured even though share knowledge with others
ndash Training for staff without enough skill
bull Belongingness need
ndash Knowledge sharing (eg Share knowledge in SharePoint)
ndash More team activity (eg Work Improvement Team for AFC)
bull Self esteem need
ndash Social relationship with other
ndash After-office-hour activities
ndash Promotion opportunity
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10 Implementation Strategies and Plan
Below are the implementation strategies and plans
101 Use Information Technologies and Existing Resources
Based on Item 94 of KM analysis and recommendation below are the implementation details and
strategies Information technologies will be used as practical tools for activities mainly performed
and directed by humans to achieve real knowledge-based organizations Further it is inclined to use
existing resources and infrastructure due to time and budget constraints
102 Web-based Technologies
Among information technologies the web-based collaborative tools such as Wiki are very
successful and made it possible for corporate employees to continuously contribute and access
information to and from the central repository Virtual world further increased collaborative
opportunities in the process of knowledge sharing In virtual world a team can work synchronously
The new generations of virtual world tools allow the team not only meet and exchange ideas verbally
but also document them by creating processes procedures and diagrams of concepts that are
explicitly formed one part of the base of organizational knowledge
103 Codification Approach
One strategy to KM involves active management of knowledge (push strategy) In such an instance
individuals strive to explicitly encode their knowledge into a shared knowledge repository such as a
database as well as retrieving knowledge they need which other individuals have provided to the
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Page 37 of 72
repository This is also commonly known as codification approach to KM In the below section
SharePoint will be used to implement a shared knowledge repository
104 Personalization Approach
Another strategy to KM involves individuals who make requests for knowledge from experts
associated with a particular subject on an ad hoc basis (pull strategy) In such an instance experts
can provide their insights to the particular person or people who need this information This is also
commonly known as the personalization approach to KM In the below section MTR Creators will
be used to implement an E-Discussion Forum Within MTR Creators Subject Matter Advisor (SMA)
will act as an expert to provide feedback to particular questioner
105 KM Mechanisms
Knowledge can be accessed at three stages of ldquobeforerdquo ldquoduringrdquo and ldquoafter KM-related activities
Different organizations have tried various knowledge capture incentives including making content
submission mandatory and incorporating rewards into performance measurement plans as motivation
Whenever staff found that KMS is useful for them or once the habit of contributing sharing and
accessing knowledge is instilled incentivesmotivation are no longer required In the below section
rewards scheme will be incorporated into Annual Performance Appraisal to evaluate the contribution
of KM
106 Knowledge Management Software
Knowledge Management Software is a subset of enterprise content management software which
contains a range of software that specializes in the way information is collected stored andor
accessed The knowledge management is based on a range of practices used by an individual a
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Page 38 of 72
business and a large corporation to identify create represent and redistribute information for a
range of purposes Software that enables an information practice or range of practices at any part of
the processes of information management can be deemed as information management software A
subset of information management software emphasizes an approach to build knowledge out of
information that is managed or contained which is often called knowledge management software
107 Selection of Knowledge Management Software
In 2008 and 2009 MTR had spent a lot of resources and make huge investments in the latest
technologies (eg SharePoint 2007) systems (MTR Creators) and infrastructures to support
knowledge management Furthermore these knowledge management software tools have the
advantages of using organizationrsquos existing information technology infrastructure with supporting by
senior management Additionally there was no funding for the implementation of this project
Hence existing resources will be made good use of building the application for AFC instead of
sourcing alternative software
1071 SWOT Analysis
In the following table a SWOT analysis is conducted SharePoint (existing resources) and PC Base
Expert System are selected for comparison The aim is to select the right technology to build the
web-base knowledge repositories
SharePoint PC Base Expert System
Strength
(1) Because of existing resources
(introduced in end 2008) it is not required
(1) Can develop as artificial
intelligence by means of Case-
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Page 39 of 72
to raise funding
(2) Minimum user training
(3) Just need to do the setup customization
and administrative work
(4) Web-base document library can also
fulfill business objectives
(5) Relative easy to do the setup
customization amp administration
based or rule-Based reasoning
systems
(2) Can develop as web-base
library
(3) Fulfill business objectives
Weakness
Expertise to do setup customization amp
administration
(1) Need to raise additional cost
Relative longer development time
(2) Need expertise to develop
Opportunities
(1) Relative easy to get short win
(2) Management support in prior
More applications by means of
Case-based or rule-based
reasoning systems
Threat
Limited applications Higher cost but other technologies
may fulfill the same objectives
In the following table SWOT analysis is conducted MTR Creators (existing resources) and Yahoo
Knowledge are selected for comparison The aim is to select the right collaborative technology
(groupware etc) to build an E-discussion forum
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Page 40 of 72
MTR Creators Yahoo Knowledge
Strength
(1) Because of existing resources
(introduced in end 2009) it is not required
to raise funding
(2) Minimum user training
(3) Just need to do the setup
customization and administrative work
(4) The web-base discussion forum can
fulfill business objectives
(1) Able to fulfill business
objectives
(2) Attractive MMI
(3) With scoring system to
encourage people to participate
(4) High degree of information
(5) Open to public
(6) No need to do setup
Weakness
(1) Limited to internal expertise
(2) Need to do the setup customization amp
administration work
Insufficient knowledge for specific
systems
Opportunities Management support in prior No cost is required
Threat
Have redundancy by means of Email or
other technologies
The answer has no guarantee
After analyzed SharePoint is selected to build web-base knowledge repositories because of no cost
and short implementation time while MTR Creators is selected to build an E-discussion forum with
the same reason More important both technologies are able to fulfill business objectives
108 Implementation Approaches
Both SharePoint and MTR Creators were not widely adopted at the beginning (mid of 2009) This
was because no expertise was willing to do the customization setup and administration work for the
Improving Productivity amp Sustainability Through KMS
Page 41 of 72
particular applications within the department In light of this these resources will be made good use
of and tried to maximize the utilization of these technologies and existing infrastructure In the
below sections setup customization and administrative works for SharePoint and MTR Creators
will be conducted The purpose is to build an E-document library and E-discussion forum to in line
with KM mechanisms
Improving Productivity amp Sustainability Through KMS
Page 42 of 72
109 Implementation Plan
Below is the project timeline In Jan 2010 all the setup and customization works for AFC had been completed In Feb 2010
application for these technologies together with other KM mechanisms had been started AFC SDT and other AFC team with a total
of about 22 staff were selected to apply the KMS for AFC In Jan 2010 a questionnaire had been sent to them to collect their needs
for AFC and their views for KMS In Jun 2010 another questionnaire had been sent to them to collect their comments after applying
the KMS for five months
November January February March April May
1 Review business context
2 Problem statement
3 Define project objective amp scope
4 Literature review
5 Data collection amp assessment
6 Implementation
7 Performance evaluation amp control
8 Submit project report
Tasks2009 2010
DescriptionJuneDecember
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1010 SharePoint
Microsoft SharePoint also known as Microsoft SharePoint Products and Technologies is a content
management system with integrated search functionality developed by Microsoft that allows users to
work in a web-based collaborative environment Microsoft provides certain built-in functionality and
third party developers can also develop custom modifications to extend functionalities
SharePoint is a collection of products and software elements that includes among a growing selection
of components web browser based collaboration functions process management modules search
modules and a document-management platform SharePoint can be used to host web sites that access
shared workspaces information stores and documents as well as host defined applications such as
wikis and blogs All users can manipulate proprietary controls called web parts or interact with
pieces of content such as lists and document libraries
10101 Background of Corporate Document Management System at MTR
In year 2008 MTR selected Microsoft SharePoint 2007 as the future document management platform
This platform became part of the infrastructure of Document Management System (DMS) for all
departments and supported the on-going document management needs of MTR Corporation
In mid 2008 the DMS platform was established by IT department in MTR The application setup and
administration work was relied on individual department In end 2008 these two pilot trials were
rolled out with satisfactory result which interested other departments to migrate their legacy system
into e-library Basically the application setup and ownership were released to individual department
The DMS consists of Document Libraries owned by various departments and working groups Please
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Page 44 of 72
refer below Figure 5 for Enterprise Information Portal After clicking the DMS in Figure 5 the site
hierarchy tree of Document Libraries folders were expanded as illustrated in Figure 6
Figure 5 Figure 6
Referring to Figure 6 the Site Hierarchy Tree shows the document libraries that are available
in corresponding departmentrsquos folder The Document Libraries is a place on a site where user can
create share and update files It contains custom properties that stores metadata of files in the libraries
and also provides fine-grained security for granting access to those files The Document Libraries are
owned by various departments and working groups in the Operations Division Respective owner
possesses the autonomy to control who can access and to what extent under the Document Libraries
Due to various issues (for example some departments are not familiar with Information System setup
and not willing to take up the duties and responsibilities of being an administrator etc) the application
of SharePoint was not widely adopted in Operations Division
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10102 Use SharePoint as E-Document Library for AFC
Before 2009 SharePoint had never been applied to AFC knowledge management activities In Jan
2010 the initial set up share folder creation and the knowledge sharing activities for AFC among all
my staff had been conducted I acted as an Administrator role to govern knowledge management
activities in SharePoint Basically Administrators needed to manage the access permission and folder
structure of individual document libraries Meanwhile other working teams were encouraged to share
their knowledge and useful documents in SharePoint Before starting these activities in SharePoint the
following setup was required to arrange
10103 Created the folder structure
In the below Figure 7 the folder structure of a document library at Site Hierarchy called AFC SDT
was created AFC staff could add files to the library and other people can make changes to them
Those changes would be stored in the library at server not at their own computers And other people
could easily access the files by using a Web browser provided that they have been granted the
permissions to do so
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Figure 7 Figure 8
10104 Define Content Types
In the above Figure 8 the content type was defined which is suitable for AFC application A content
type is used to define the attributes of a document Each content type can store different attributes in
the document library and also can associate with different document library For example all
deliverable documents in a project file may require a set of attributes such as project code and project
owner By creating a project content type the required information such as project code must be
assured and the project owner will be associated with all variants of user deliverable documents for
AFC
10105 File Permission Settings
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Page 47 of 72
In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
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Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
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Page 49 of 72
Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
Improving Productivity amp Sustainability Through KMS
Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
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Page 51 of 72
Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
Improving Productivity amp Sustainability Through KMS
Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
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PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
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10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
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11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 33
Improving Productivity amp Sustainability Through KMS
Page 31 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
experience
staff
experience
staff
exchange) documents Microsoft
Office
applications
could only
arrange one
or two staff
for job-
attachment
35
Strengthen
training and
practice for
AFCSDT
Conduct drill
exercise
Knowledge
application
(direction
routines)
Learning by
practice
Relied on
Microsoft
Office
applications
Yes
Yes but
there is no
plan to
conduct the
drill and the
report did
not organize
in proper
manner
3
Ensure new
system to
implement
according to
Particular
Specificatio
n
Capture useful
information
from PS Knowledge
capture
(externalization
internalization)
Face-to-face
project
meetings
Project
submissions
by Email
Incentives link
to
performance
appraisal
Relied on
Email and
Sharepoint
PC based
Internet and
Sharepoint
Contracto
r are
willing to
share
informati
on with
client
PC
meeting
rooms and
site
environm
ent
Yes Yes Capture useful
information
for test amp
commissionin
g
25
Strengthen
training and
practice for
AFCSDT
Arrange
formal
training
Knowledge
capture
(externalization
internalization)
Classroom
training
(1) Computer-
based training
(2) Share
training
material(CD
ROM)
Top
management
encouragemen
t
Part of staff
developmen
t
programme
PC based
Intranet
Email and
Microsoft
Office
applications
Staff are
willing to
learn
PC
meeting
rooms and
site
environm
ent
Yes
Yes but the
training
material did
not organize
in proper
manner
Ensure Resolve all Knowledge Face-to-face Email and Incentives link Part of pre- Maintain Yes Yes
Improving Productivity amp Sustainability Through KMS
Page 32 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
defects are
resolved
before
putting the
new system
into
operations
defects before
handover the
system
application
(direction
routines)
project
meetings
word
processing
documents
to
performance
appraisal
commissioni
ng activities
higher
performan
ce
standard
2
Ensure
maintenance
contractor
have
competence
to maintain
the system
Strengthen
contractor
monitoring
and
supervision
Knowledge
application
(routines)
Face-to-face
performance
review
meetings
Part of post-
commissioni
ng activities
Yes Yes
Improving Productivity amp Sustainability Through KMS
Page 33 of 72
Steps 8 ndash Develop additional needed KM systems mechanisms and technologies
Priority Major Processes Sub-processes Recommended KM Processes Develop Additional Needed KM Systems
Mechanisms Technologies
5 Build a knowledge
database for AFC
Establish a knowledge
database
(1) Knowledge capture
(externalization internalization)
(2) Knowledge application
(routines)
Convert AFC knowledge into explicit
forms
(1) Apply SharePoint to build a
document-management platform for
AFC SharePoint needs to be
customized the architecture for AFC
As such it becomes an access shared
workspaces information stores and
documents
(2) Apply MTR Creator (Web-based
discussion groups) to share
knowledge for AFC
45
Ensure maintenance
contractor have
competence to
maintain the system
Share knowledge with
collaboration partners
(1) Knowledge sharing
(socialization exchange)
(2) Knowledge application
(direction routines)
(1) Utilize of knowledge stored in
SharePoint
(2) Assess the competence level of
maintenance contractor periodically
4
Capture key
knowledge from
experience staff
Arrange on-the-job
training to experience
staff
Knowledge sharing (socialization
exchange)
(1) Capture and transfer of expertsrsquo
knowledge into procedures in
centralize electronic document system
(2) Conduct case study to strengthen
internalization process
35 Strengthen training
and practice for
AFCSDT
Conduct drill exercise Knowledge application (direction
routines)
To share drill report procedures best
practices and lessons learned for AFC
25 Arrange formal training Knowledge capture
(externalization internalization) To share training material for AFC
Improving Productivity amp Sustainability Through KMS
Page 34 of 72
94 Analysis and Recommendation
Base on the above Item 93 of KM assessment below are the analysis and recommendation
941 Analysis
- MTR is a large transportation company that pursued a low-cost business strategy to operate
its systems in a safe and reliable manner
- MTR faces low levels of uncertainty because of monopoly AFC tasks are highly dependent
because individual machines are co-related
- MTR relies mainly on explicit procedure knowledge However several projects and railway
extensions make frequent changes in the system As such MTR becomes more rely on the
tacit knowledge possessed by its employees
- MTR had pursued technologies (eg SharePoint and Web-based discussion groups) to
support knowledge management The company had set-up the platform but there was no
expertise to customize particular application Staff had just used these softwares as rituals
rather than knowledge capturing or sharing platform
942 Recommendations
- To enhance people-to-document through more on-the-job training and develop an electronic
document system that codifies stores disseminates and allows reuse of knowledge for AFC
Improving Productivity amp Sustainability Through KMS
Page 35 of 72
- MTR had successfully applied the SharePoint in projects and railway extensions as pilot
Because of the reuse economics MTR shall further extend the application of SharePoint in
Operations Department and arrange expertise to customize the application for AFC
- Establishment and use of communities of AFC to support socialisation capture and reuse of
knowledge To enhance socialisation through more job attachments meetings and group
projects
- To enhance internalisation through more training case studies and presentations
- To motivate staff to setup amp maintain KMS for ongoing operations
bull Physiological need
ndash Review salary by staff performance
ndash Clear reward system
bull Safety need
ndash Job is secured even though share knowledge with others
ndash Training for staff without enough skill
bull Belongingness need
ndash Knowledge sharing (eg Share knowledge in SharePoint)
ndash More team activity (eg Work Improvement Team for AFC)
bull Self esteem need
ndash Social relationship with other
ndash After-office-hour activities
ndash Promotion opportunity
Improving Productivity amp Sustainability Through KMS
Page 36 of 72
10 Implementation Strategies and Plan
Below are the implementation strategies and plans
101 Use Information Technologies and Existing Resources
Based on Item 94 of KM analysis and recommendation below are the implementation details and
strategies Information technologies will be used as practical tools for activities mainly performed
and directed by humans to achieve real knowledge-based organizations Further it is inclined to use
existing resources and infrastructure due to time and budget constraints
102 Web-based Technologies
Among information technologies the web-based collaborative tools such as Wiki are very
successful and made it possible for corporate employees to continuously contribute and access
information to and from the central repository Virtual world further increased collaborative
opportunities in the process of knowledge sharing In virtual world a team can work synchronously
The new generations of virtual world tools allow the team not only meet and exchange ideas verbally
but also document them by creating processes procedures and diagrams of concepts that are
explicitly formed one part of the base of organizational knowledge
103 Codification Approach
One strategy to KM involves active management of knowledge (push strategy) In such an instance
individuals strive to explicitly encode their knowledge into a shared knowledge repository such as a
database as well as retrieving knowledge they need which other individuals have provided to the
Improving Productivity amp Sustainability Through KMS
Page 37 of 72
repository This is also commonly known as codification approach to KM In the below section
SharePoint will be used to implement a shared knowledge repository
104 Personalization Approach
Another strategy to KM involves individuals who make requests for knowledge from experts
associated with a particular subject on an ad hoc basis (pull strategy) In such an instance experts
can provide their insights to the particular person or people who need this information This is also
commonly known as the personalization approach to KM In the below section MTR Creators will
be used to implement an E-Discussion Forum Within MTR Creators Subject Matter Advisor (SMA)
will act as an expert to provide feedback to particular questioner
105 KM Mechanisms
Knowledge can be accessed at three stages of ldquobeforerdquo ldquoduringrdquo and ldquoafter KM-related activities
Different organizations have tried various knowledge capture incentives including making content
submission mandatory and incorporating rewards into performance measurement plans as motivation
Whenever staff found that KMS is useful for them or once the habit of contributing sharing and
accessing knowledge is instilled incentivesmotivation are no longer required In the below section
rewards scheme will be incorporated into Annual Performance Appraisal to evaluate the contribution
of KM
106 Knowledge Management Software
Knowledge Management Software is a subset of enterprise content management software which
contains a range of software that specializes in the way information is collected stored andor
accessed The knowledge management is based on a range of practices used by an individual a
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Page 38 of 72
business and a large corporation to identify create represent and redistribute information for a
range of purposes Software that enables an information practice or range of practices at any part of
the processes of information management can be deemed as information management software A
subset of information management software emphasizes an approach to build knowledge out of
information that is managed or contained which is often called knowledge management software
107 Selection of Knowledge Management Software
In 2008 and 2009 MTR had spent a lot of resources and make huge investments in the latest
technologies (eg SharePoint 2007) systems (MTR Creators) and infrastructures to support
knowledge management Furthermore these knowledge management software tools have the
advantages of using organizationrsquos existing information technology infrastructure with supporting by
senior management Additionally there was no funding for the implementation of this project
Hence existing resources will be made good use of building the application for AFC instead of
sourcing alternative software
1071 SWOT Analysis
In the following table a SWOT analysis is conducted SharePoint (existing resources) and PC Base
Expert System are selected for comparison The aim is to select the right technology to build the
web-base knowledge repositories
SharePoint PC Base Expert System
Strength
(1) Because of existing resources
(introduced in end 2008) it is not required
(1) Can develop as artificial
intelligence by means of Case-
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Page 39 of 72
to raise funding
(2) Minimum user training
(3) Just need to do the setup customization
and administrative work
(4) Web-base document library can also
fulfill business objectives
(5) Relative easy to do the setup
customization amp administration
based or rule-Based reasoning
systems
(2) Can develop as web-base
library
(3) Fulfill business objectives
Weakness
Expertise to do setup customization amp
administration
(1) Need to raise additional cost
Relative longer development time
(2) Need expertise to develop
Opportunities
(1) Relative easy to get short win
(2) Management support in prior
More applications by means of
Case-based or rule-based
reasoning systems
Threat
Limited applications Higher cost but other technologies
may fulfill the same objectives
In the following table SWOT analysis is conducted MTR Creators (existing resources) and Yahoo
Knowledge are selected for comparison The aim is to select the right collaborative technology
(groupware etc) to build an E-discussion forum
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Page 40 of 72
MTR Creators Yahoo Knowledge
Strength
(1) Because of existing resources
(introduced in end 2009) it is not required
to raise funding
(2) Minimum user training
(3) Just need to do the setup
customization and administrative work
(4) The web-base discussion forum can
fulfill business objectives
(1) Able to fulfill business
objectives
(2) Attractive MMI
(3) With scoring system to
encourage people to participate
(4) High degree of information
(5) Open to public
(6) No need to do setup
Weakness
(1) Limited to internal expertise
(2) Need to do the setup customization amp
administration work
Insufficient knowledge for specific
systems
Opportunities Management support in prior No cost is required
Threat
Have redundancy by means of Email or
other technologies
The answer has no guarantee
After analyzed SharePoint is selected to build web-base knowledge repositories because of no cost
and short implementation time while MTR Creators is selected to build an E-discussion forum with
the same reason More important both technologies are able to fulfill business objectives
108 Implementation Approaches
Both SharePoint and MTR Creators were not widely adopted at the beginning (mid of 2009) This
was because no expertise was willing to do the customization setup and administration work for the
Improving Productivity amp Sustainability Through KMS
Page 41 of 72
particular applications within the department In light of this these resources will be made good use
of and tried to maximize the utilization of these technologies and existing infrastructure In the
below sections setup customization and administrative works for SharePoint and MTR Creators
will be conducted The purpose is to build an E-document library and E-discussion forum to in line
with KM mechanisms
Improving Productivity amp Sustainability Through KMS
Page 42 of 72
109 Implementation Plan
Below is the project timeline In Jan 2010 all the setup and customization works for AFC had been completed In Feb 2010
application for these technologies together with other KM mechanisms had been started AFC SDT and other AFC team with a total
of about 22 staff were selected to apply the KMS for AFC In Jan 2010 a questionnaire had been sent to them to collect their needs
for AFC and their views for KMS In Jun 2010 another questionnaire had been sent to them to collect their comments after applying
the KMS for five months
November January February March April May
1 Review business context
2 Problem statement
3 Define project objective amp scope
4 Literature review
5 Data collection amp assessment
6 Implementation
7 Performance evaluation amp control
8 Submit project report
Tasks2009 2010
DescriptionJuneDecember
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1010 SharePoint
Microsoft SharePoint also known as Microsoft SharePoint Products and Technologies is a content
management system with integrated search functionality developed by Microsoft that allows users to
work in a web-based collaborative environment Microsoft provides certain built-in functionality and
third party developers can also develop custom modifications to extend functionalities
SharePoint is a collection of products and software elements that includes among a growing selection
of components web browser based collaboration functions process management modules search
modules and a document-management platform SharePoint can be used to host web sites that access
shared workspaces information stores and documents as well as host defined applications such as
wikis and blogs All users can manipulate proprietary controls called web parts or interact with
pieces of content such as lists and document libraries
10101 Background of Corporate Document Management System at MTR
In year 2008 MTR selected Microsoft SharePoint 2007 as the future document management platform
This platform became part of the infrastructure of Document Management System (DMS) for all
departments and supported the on-going document management needs of MTR Corporation
In mid 2008 the DMS platform was established by IT department in MTR The application setup and
administration work was relied on individual department In end 2008 these two pilot trials were
rolled out with satisfactory result which interested other departments to migrate their legacy system
into e-library Basically the application setup and ownership were released to individual department
The DMS consists of Document Libraries owned by various departments and working groups Please
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Page 44 of 72
refer below Figure 5 for Enterprise Information Portal After clicking the DMS in Figure 5 the site
hierarchy tree of Document Libraries folders were expanded as illustrated in Figure 6
Figure 5 Figure 6
Referring to Figure 6 the Site Hierarchy Tree shows the document libraries that are available
in corresponding departmentrsquos folder The Document Libraries is a place on a site where user can
create share and update files It contains custom properties that stores metadata of files in the libraries
and also provides fine-grained security for granting access to those files The Document Libraries are
owned by various departments and working groups in the Operations Division Respective owner
possesses the autonomy to control who can access and to what extent under the Document Libraries
Due to various issues (for example some departments are not familiar with Information System setup
and not willing to take up the duties and responsibilities of being an administrator etc) the application
of SharePoint was not widely adopted in Operations Division
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Page 45 of 72
10102 Use SharePoint as E-Document Library for AFC
Before 2009 SharePoint had never been applied to AFC knowledge management activities In Jan
2010 the initial set up share folder creation and the knowledge sharing activities for AFC among all
my staff had been conducted I acted as an Administrator role to govern knowledge management
activities in SharePoint Basically Administrators needed to manage the access permission and folder
structure of individual document libraries Meanwhile other working teams were encouraged to share
their knowledge and useful documents in SharePoint Before starting these activities in SharePoint the
following setup was required to arrange
10103 Created the folder structure
In the below Figure 7 the folder structure of a document library at Site Hierarchy called AFC SDT
was created AFC staff could add files to the library and other people can make changes to them
Those changes would be stored in the library at server not at their own computers And other people
could easily access the files by using a Web browser provided that they have been granted the
permissions to do so
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Figure 7 Figure 8
10104 Define Content Types
In the above Figure 8 the content type was defined which is suitable for AFC application A content
type is used to define the attributes of a document Each content type can store different attributes in
the document library and also can associate with different document library For example all
deliverable documents in a project file may require a set of attributes such as project code and project
owner By creating a project content type the required information such as project code must be
assured and the project owner will be associated with all variants of user deliverable documents for
AFC
10105 File Permission Settings
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In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
Improving Productivity amp Sustainability Through KMS
Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
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Page 49 of 72
Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
Improving Productivity amp Sustainability Through KMS
Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
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Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
Improving Productivity amp Sustainability Through KMS
Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
Improving Productivity amp Sustainability Through KMS
Page 53 of 72
PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
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10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
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11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
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Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
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Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 34
Improving Productivity amp Sustainability Through KMS
Page 32 of 72
Priority Major
Processes Sub-processes
Recommended
KM Processes
Actual KM in Place Results
KMS KMS Infrastructure
Mechanisms Technologies
Culture
(Value top
management
encourageme
nt)
Structure IT
Common
Knowled
ge
Physical Valid Good
defects are
resolved
before
putting the
new system
into
operations
defects before
handover the
system
application
(direction
routines)
project
meetings
word
processing
documents
to
performance
appraisal
commissioni
ng activities
higher
performan
ce
standard
2
Ensure
maintenance
contractor
have
competence
to maintain
the system
Strengthen
contractor
monitoring
and
supervision
Knowledge
application
(routines)
Face-to-face
performance
review
meetings
Part of post-
commissioni
ng activities
Yes Yes
Improving Productivity amp Sustainability Through KMS
Page 33 of 72
Steps 8 ndash Develop additional needed KM systems mechanisms and technologies
Priority Major Processes Sub-processes Recommended KM Processes Develop Additional Needed KM Systems
Mechanisms Technologies
5 Build a knowledge
database for AFC
Establish a knowledge
database
(1) Knowledge capture
(externalization internalization)
(2) Knowledge application
(routines)
Convert AFC knowledge into explicit
forms
(1) Apply SharePoint to build a
document-management platform for
AFC SharePoint needs to be
customized the architecture for AFC
As such it becomes an access shared
workspaces information stores and
documents
(2) Apply MTR Creator (Web-based
discussion groups) to share
knowledge for AFC
45
Ensure maintenance
contractor have
competence to
maintain the system
Share knowledge with
collaboration partners
(1) Knowledge sharing
(socialization exchange)
(2) Knowledge application
(direction routines)
(1) Utilize of knowledge stored in
SharePoint
(2) Assess the competence level of
maintenance contractor periodically
4
Capture key
knowledge from
experience staff
Arrange on-the-job
training to experience
staff
Knowledge sharing (socialization
exchange)
(1) Capture and transfer of expertsrsquo
knowledge into procedures in
centralize electronic document system
(2) Conduct case study to strengthen
internalization process
35 Strengthen training
and practice for
AFCSDT
Conduct drill exercise Knowledge application (direction
routines)
To share drill report procedures best
practices and lessons learned for AFC
25 Arrange formal training Knowledge capture
(externalization internalization) To share training material for AFC
Improving Productivity amp Sustainability Through KMS
Page 34 of 72
94 Analysis and Recommendation
Base on the above Item 93 of KM assessment below are the analysis and recommendation
941 Analysis
- MTR is a large transportation company that pursued a low-cost business strategy to operate
its systems in a safe and reliable manner
- MTR faces low levels of uncertainty because of monopoly AFC tasks are highly dependent
because individual machines are co-related
- MTR relies mainly on explicit procedure knowledge However several projects and railway
extensions make frequent changes in the system As such MTR becomes more rely on the
tacit knowledge possessed by its employees
- MTR had pursued technologies (eg SharePoint and Web-based discussion groups) to
support knowledge management The company had set-up the platform but there was no
expertise to customize particular application Staff had just used these softwares as rituals
rather than knowledge capturing or sharing platform
942 Recommendations
- To enhance people-to-document through more on-the-job training and develop an electronic
document system that codifies stores disseminates and allows reuse of knowledge for AFC
Improving Productivity amp Sustainability Through KMS
Page 35 of 72
- MTR had successfully applied the SharePoint in projects and railway extensions as pilot
Because of the reuse economics MTR shall further extend the application of SharePoint in
Operations Department and arrange expertise to customize the application for AFC
- Establishment and use of communities of AFC to support socialisation capture and reuse of
knowledge To enhance socialisation through more job attachments meetings and group
projects
- To enhance internalisation through more training case studies and presentations
- To motivate staff to setup amp maintain KMS for ongoing operations
bull Physiological need
ndash Review salary by staff performance
ndash Clear reward system
bull Safety need
ndash Job is secured even though share knowledge with others
ndash Training for staff without enough skill
bull Belongingness need
ndash Knowledge sharing (eg Share knowledge in SharePoint)
ndash More team activity (eg Work Improvement Team for AFC)
bull Self esteem need
ndash Social relationship with other
ndash After-office-hour activities
ndash Promotion opportunity
Improving Productivity amp Sustainability Through KMS
Page 36 of 72
10 Implementation Strategies and Plan
Below are the implementation strategies and plans
101 Use Information Technologies and Existing Resources
Based on Item 94 of KM analysis and recommendation below are the implementation details and
strategies Information technologies will be used as practical tools for activities mainly performed
and directed by humans to achieve real knowledge-based organizations Further it is inclined to use
existing resources and infrastructure due to time and budget constraints
102 Web-based Technologies
Among information technologies the web-based collaborative tools such as Wiki are very
successful and made it possible for corporate employees to continuously contribute and access
information to and from the central repository Virtual world further increased collaborative
opportunities in the process of knowledge sharing In virtual world a team can work synchronously
The new generations of virtual world tools allow the team not only meet and exchange ideas verbally
but also document them by creating processes procedures and diagrams of concepts that are
explicitly formed one part of the base of organizational knowledge
103 Codification Approach
One strategy to KM involves active management of knowledge (push strategy) In such an instance
individuals strive to explicitly encode their knowledge into a shared knowledge repository such as a
database as well as retrieving knowledge they need which other individuals have provided to the
Improving Productivity amp Sustainability Through KMS
Page 37 of 72
repository This is also commonly known as codification approach to KM In the below section
SharePoint will be used to implement a shared knowledge repository
104 Personalization Approach
Another strategy to KM involves individuals who make requests for knowledge from experts
associated with a particular subject on an ad hoc basis (pull strategy) In such an instance experts
can provide their insights to the particular person or people who need this information This is also
commonly known as the personalization approach to KM In the below section MTR Creators will
be used to implement an E-Discussion Forum Within MTR Creators Subject Matter Advisor (SMA)
will act as an expert to provide feedback to particular questioner
105 KM Mechanisms
Knowledge can be accessed at three stages of ldquobeforerdquo ldquoduringrdquo and ldquoafter KM-related activities
Different organizations have tried various knowledge capture incentives including making content
submission mandatory and incorporating rewards into performance measurement plans as motivation
Whenever staff found that KMS is useful for them or once the habit of contributing sharing and
accessing knowledge is instilled incentivesmotivation are no longer required In the below section
rewards scheme will be incorporated into Annual Performance Appraisal to evaluate the contribution
of KM
106 Knowledge Management Software
Knowledge Management Software is a subset of enterprise content management software which
contains a range of software that specializes in the way information is collected stored andor
accessed The knowledge management is based on a range of practices used by an individual a
Improving Productivity amp Sustainability Through KMS
Page 38 of 72
business and a large corporation to identify create represent and redistribute information for a
range of purposes Software that enables an information practice or range of practices at any part of
the processes of information management can be deemed as information management software A
subset of information management software emphasizes an approach to build knowledge out of
information that is managed or contained which is often called knowledge management software
107 Selection of Knowledge Management Software
In 2008 and 2009 MTR had spent a lot of resources and make huge investments in the latest
technologies (eg SharePoint 2007) systems (MTR Creators) and infrastructures to support
knowledge management Furthermore these knowledge management software tools have the
advantages of using organizationrsquos existing information technology infrastructure with supporting by
senior management Additionally there was no funding for the implementation of this project
Hence existing resources will be made good use of building the application for AFC instead of
sourcing alternative software
1071 SWOT Analysis
In the following table a SWOT analysis is conducted SharePoint (existing resources) and PC Base
Expert System are selected for comparison The aim is to select the right technology to build the
web-base knowledge repositories
SharePoint PC Base Expert System
Strength
(1) Because of existing resources
(introduced in end 2008) it is not required
(1) Can develop as artificial
intelligence by means of Case-
Improving Productivity amp Sustainability Through KMS
Page 39 of 72
to raise funding
(2) Minimum user training
(3) Just need to do the setup customization
and administrative work
(4) Web-base document library can also
fulfill business objectives
(5) Relative easy to do the setup
customization amp administration
based or rule-Based reasoning
systems
(2) Can develop as web-base
library
(3) Fulfill business objectives
Weakness
Expertise to do setup customization amp
administration
(1) Need to raise additional cost
Relative longer development time
(2) Need expertise to develop
Opportunities
(1) Relative easy to get short win
(2) Management support in prior
More applications by means of
Case-based or rule-based
reasoning systems
Threat
Limited applications Higher cost but other technologies
may fulfill the same objectives
In the following table SWOT analysis is conducted MTR Creators (existing resources) and Yahoo
Knowledge are selected for comparison The aim is to select the right collaborative technology
(groupware etc) to build an E-discussion forum
Improving Productivity amp Sustainability Through KMS
Page 40 of 72
MTR Creators Yahoo Knowledge
Strength
(1) Because of existing resources
(introduced in end 2009) it is not required
to raise funding
(2) Minimum user training
(3) Just need to do the setup
customization and administrative work
(4) The web-base discussion forum can
fulfill business objectives
(1) Able to fulfill business
objectives
(2) Attractive MMI
(3) With scoring system to
encourage people to participate
(4) High degree of information
(5) Open to public
(6) No need to do setup
Weakness
(1) Limited to internal expertise
(2) Need to do the setup customization amp
administration work
Insufficient knowledge for specific
systems
Opportunities Management support in prior No cost is required
Threat
Have redundancy by means of Email or
other technologies
The answer has no guarantee
After analyzed SharePoint is selected to build web-base knowledge repositories because of no cost
and short implementation time while MTR Creators is selected to build an E-discussion forum with
the same reason More important both technologies are able to fulfill business objectives
108 Implementation Approaches
Both SharePoint and MTR Creators were not widely adopted at the beginning (mid of 2009) This
was because no expertise was willing to do the customization setup and administration work for the
Improving Productivity amp Sustainability Through KMS
Page 41 of 72
particular applications within the department In light of this these resources will be made good use
of and tried to maximize the utilization of these technologies and existing infrastructure In the
below sections setup customization and administrative works for SharePoint and MTR Creators
will be conducted The purpose is to build an E-document library and E-discussion forum to in line
with KM mechanisms
Improving Productivity amp Sustainability Through KMS
Page 42 of 72
109 Implementation Plan
Below is the project timeline In Jan 2010 all the setup and customization works for AFC had been completed In Feb 2010
application for these technologies together with other KM mechanisms had been started AFC SDT and other AFC team with a total
of about 22 staff were selected to apply the KMS for AFC In Jan 2010 a questionnaire had been sent to them to collect their needs
for AFC and their views for KMS In Jun 2010 another questionnaire had been sent to them to collect their comments after applying
the KMS for five months
November January February March April May
1 Review business context
2 Problem statement
3 Define project objective amp scope
4 Literature review
5 Data collection amp assessment
6 Implementation
7 Performance evaluation amp control
8 Submit project report
Tasks2009 2010
DescriptionJuneDecember
Improving Productivity amp Sustainability Through KMS
Page 43 of 72
1010 SharePoint
Microsoft SharePoint also known as Microsoft SharePoint Products and Technologies is a content
management system with integrated search functionality developed by Microsoft that allows users to
work in a web-based collaborative environment Microsoft provides certain built-in functionality and
third party developers can also develop custom modifications to extend functionalities
SharePoint is a collection of products and software elements that includes among a growing selection
of components web browser based collaboration functions process management modules search
modules and a document-management platform SharePoint can be used to host web sites that access
shared workspaces information stores and documents as well as host defined applications such as
wikis and blogs All users can manipulate proprietary controls called web parts or interact with
pieces of content such as lists and document libraries
10101 Background of Corporate Document Management System at MTR
In year 2008 MTR selected Microsoft SharePoint 2007 as the future document management platform
This platform became part of the infrastructure of Document Management System (DMS) for all
departments and supported the on-going document management needs of MTR Corporation
In mid 2008 the DMS platform was established by IT department in MTR The application setup and
administration work was relied on individual department In end 2008 these two pilot trials were
rolled out with satisfactory result which interested other departments to migrate their legacy system
into e-library Basically the application setup and ownership were released to individual department
The DMS consists of Document Libraries owned by various departments and working groups Please
Improving Productivity amp Sustainability Through KMS
Page 44 of 72
refer below Figure 5 for Enterprise Information Portal After clicking the DMS in Figure 5 the site
hierarchy tree of Document Libraries folders were expanded as illustrated in Figure 6
Figure 5 Figure 6
Referring to Figure 6 the Site Hierarchy Tree shows the document libraries that are available
in corresponding departmentrsquos folder The Document Libraries is a place on a site where user can
create share and update files It contains custom properties that stores metadata of files in the libraries
and also provides fine-grained security for granting access to those files The Document Libraries are
owned by various departments and working groups in the Operations Division Respective owner
possesses the autonomy to control who can access and to what extent under the Document Libraries
Due to various issues (for example some departments are not familiar with Information System setup
and not willing to take up the duties and responsibilities of being an administrator etc) the application
of SharePoint was not widely adopted in Operations Division
Improving Productivity amp Sustainability Through KMS
Page 45 of 72
10102 Use SharePoint as E-Document Library for AFC
Before 2009 SharePoint had never been applied to AFC knowledge management activities In Jan
2010 the initial set up share folder creation and the knowledge sharing activities for AFC among all
my staff had been conducted I acted as an Administrator role to govern knowledge management
activities in SharePoint Basically Administrators needed to manage the access permission and folder
structure of individual document libraries Meanwhile other working teams were encouraged to share
their knowledge and useful documents in SharePoint Before starting these activities in SharePoint the
following setup was required to arrange
10103 Created the folder structure
In the below Figure 7 the folder structure of a document library at Site Hierarchy called AFC SDT
was created AFC staff could add files to the library and other people can make changes to them
Those changes would be stored in the library at server not at their own computers And other people
could easily access the files by using a Web browser provided that they have been granted the
permissions to do so
Improving Productivity amp Sustainability Through KMS
Page 46 of 72
Figure 7 Figure 8
10104 Define Content Types
In the above Figure 8 the content type was defined which is suitable for AFC application A content
type is used to define the attributes of a document Each content type can store different attributes in
the document library and also can associate with different document library For example all
deliverable documents in a project file may require a set of attributes such as project code and project
owner By creating a project content type the required information such as project code must be
assured and the project owner will be associated with all variants of user deliverable documents for
AFC
10105 File Permission Settings
Improving Productivity amp Sustainability Through KMS
Page 47 of 72
In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
Improving Productivity amp Sustainability Through KMS
Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
Improving Productivity amp Sustainability Through KMS
Page 49 of 72
Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
Improving Productivity amp Sustainability Through KMS
Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
Improving Productivity amp Sustainability Through KMS
Page 51 of 72
Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
Improving Productivity amp Sustainability Through KMS
Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
Improving Productivity amp Sustainability Through KMS
Page 53 of 72
PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
Improving Productivity amp Sustainability Through KMS
Page 56 of 72
10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
Improving Productivity amp Sustainability Through KMS
Page 57 of 72
11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 35
Improving Productivity amp Sustainability Through KMS
Page 33 of 72
Steps 8 ndash Develop additional needed KM systems mechanisms and technologies
Priority Major Processes Sub-processes Recommended KM Processes Develop Additional Needed KM Systems
Mechanisms Technologies
5 Build a knowledge
database for AFC
Establish a knowledge
database
(1) Knowledge capture
(externalization internalization)
(2) Knowledge application
(routines)
Convert AFC knowledge into explicit
forms
(1) Apply SharePoint to build a
document-management platform for
AFC SharePoint needs to be
customized the architecture for AFC
As such it becomes an access shared
workspaces information stores and
documents
(2) Apply MTR Creator (Web-based
discussion groups) to share
knowledge for AFC
45
Ensure maintenance
contractor have
competence to
maintain the system
Share knowledge with
collaboration partners
(1) Knowledge sharing
(socialization exchange)
(2) Knowledge application
(direction routines)
(1) Utilize of knowledge stored in
SharePoint
(2) Assess the competence level of
maintenance contractor periodically
4
Capture key
knowledge from
experience staff
Arrange on-the-job
training to experience
staff
Knowledge sharing (socialization
exchange)
(1) Capture and transfer of expertsrsquo
knowledge into procedures in
centralize electronic document system
(2) Conduct case study to strengthen
internalization process
35 Strengthen training
and practice for
AFCSDT
Conduct drill exercise Knowledge application (direction
routines)
To share drill report procedures best
practices and lessons learned for AFC
25 Arrange formal training Knowledge capture
(externalization internalization) To share training material for AFC
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Page 34 of 72
94 Analysis and Recommendation
Base on the above Item 93 of KM assessment below are the analysis and recommendation
941 Analysis
- MTR is a large transportation company that pursued a low-cost business strategy to operate
its systems in a safe and reliable manner
- MTR faces low levels of uncertainty because of monopoly AFC tasks are highly dependent
because individual machines are co-related
- MTR relies mainly on explicit procedure knowledge However several projects and railway
extensions make frequent changes in the system As such MTR becomes more rely on the
tacit knowledge possessed by its employees
- MTR had pursued technologies (eg SharePoint and Web-based discussion groups) to
support knowledge management The company had set-up the platform but there was no
expertise to customize particular application Staff had just used these softwares as rituals
rather than knowledge capturing or sharing platform
942 Recommendations
- To enhance people-to-document through more on-the-job training and develop an electronic
document system that codifies stores disseminates and allows reuse of knowledge for AFC
Improving Productivity amp Sustainability Through KMS
Page 35 of 72
- MTR had successfully applied the SharePoint in projects and railway extensions as pilot
Because of the reuse economics MTR shall further extend the application of SharePoint in
Operations Department and arrange expertise to customize the application for AFC
- Establishment and use of communities of AFC to support socialisation capture and reuse of
knowledge To enhance socialisation through more job attachments meetings and group
projects
- To enhance internalisation through more training case studies and presentations
- To motivate staff to setup amp maintain KMS for ongoing operations
bull Physiological need
ndash Review salary by staff performance
ndash Clear reward system
bull Safety need
ndash Job is secured even though share knowledge with others
ndash Training for staff without enough skill
bull Belongingness need
ndash Knowledge sharing (eg Share knowledge in SharePoint)
ndash More team activity (eg Work Improvement Team for AFC)
bull Self esteem need
ndash Social relationship with other
ndash After-office-hour activities
ndash Promotion opportunity
Improving Productivity amp Sustainability Through KMS
Page 36 of 72
10 Implementation Strategies and Plan
Below are the implementation strategies and plans
101 Use Information Technologies and Existing Resources
Based on Item 94 of KM analysis and recommendation below are the implementation details and
strategies Information technologies will be used as practical tools for activities mainly performed
and directed by humans to achieve real knowledge-based organizations Further it is inclined to use
existing resources and infrastructure due to time and budget constraints
102 Web-based Technologies
Among information technologies the web-based collaborative tools such as Wiki are very
successful and made it possible for corporate employees to continuously contribute and access
information to and from the central repository Virtual world further increased collaborative
opportunities in the process of knowledge sharing In virtual world a team can work synchronously
The new generations of virtual world tools allow the team not only meet and exchange ideas verbally
but also document them by creating processes procedures and diagrams of concepts that are
explicitly formed one part of the base of organizational knowledge
103 Codification Approach
One strategy to KM involves active management of knowledge (push strategy) In such an instance
individuals strive to explicitly encode their knowledge into a shared knowledge repository such as a
database as well as retrieving knowledge they need which other individuals have provided to the
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Page 37 of 72
repository This is also commonly known as codification approach to KM In the below section
SharePoint will be used to implement a shared knowledge repository
104 Personalization Approach
Another strategy to KM involves individuals who make requests for knowledge from experts
associated with a particular subject on an ad hoc basis (pull strategy) In such an instance experts
can provide their insights to the particular person or people who need this information This is also
commonly known as the personalization approach to KM In the below section MTR Creators will
be used to implement an E-Discussion Forum Within MTR Creators Subject Matter Advisor (SMA)
will act as an expert to provide feedback to particular questioner
105 KM Mechanisms
Knowledge can be accessed at three stages of ldquobeforerdquo ldquoduringrdquo and ldquoafter KM-related activities
Different organizations have tried various knowledge capture incentives including making content
submission mandatory and incorporating rewards into performance measurement plans as motivation
Whenever staff found that KMS is useful for them or once the habit of contributing sharing and
accessing knowledge is instilled incentivesmotivation are no longer required In the below section
rewards scheme will be incorporated into Annual Performance Appraisal to evaluate the contribution
of KM
106 Knowledge Management Software
Knowledge Management Software is a subset of enterprise content management software which
contains a range of software that specializes in the way information is collected stored andor
accessed The knowledge management is based on a range of practices used by an individual a
Improving Productivity amp Sustainability Through KMS
Page 38 of 72
business and a large corporation to identify create represent and redistribute information for a
range of purposes Software that enables an information practice or range of practices at any part of
the processes of information management can be deemed as information management software A
subset of information management software emphasizes an approach to build knowledge out of
information that is managed or contained which is often called knowledge management software
107 Selection of Knowledge Management Software
In 2008 and 2009 MTR had spent a lot of resources and make huge investments in the latest
technologies (eg SharePoint 2007) systems (MTR Creators) and infrastructures to support
knowledge management Furthermore these knowledge management software tools have the
advantages of using organizationrsquos existing information technology infrastructure with supporting by
senior management Additionally there was no funding for the implementation of this project
Hence existing resources will be made good use of building the application for AFC instead of
sourcing alternative software
1071 SWOT Analysis
In the following table a SWOT analysis is conducted SharePoint (existing resources) and PC Base
Expert System are selected for comparison The aim is to select the right technology to build the
web-base knowledge repositories
SharePoint PC Base Expert System
Strength
(1) Because of existing resources
(introduced in end 2008) it is not required
(1) Can develop as artificial
intelligence by means of Case-
Improving Productivity amp Sustainability Through KMS
Page 39 of 72
to raise funding
(2) Minimum user training
(3) Just need to do the setup customization
and administrative work
(4) Web-base document library can also
fulfill business objectives
(5) Relative easy to do the setup
customization amp administration
based or rule-Based reasoning
systems
(2) Can develop as web-base
library
(3) Fulfill business objectives
Weakness
Expertise to do setup customization amp
administration
(1) Need to raise additional cost
Relative longer development time
(2) Need expertise to develop
Opportunities
(1) Relative easy to get short win
(2) Management support in prior
More applications by means of
Case-based or rule-based
reasoning systems
Threat
Limited applications Higher cost but other technologies
may fulfill the same objectives
In the following table SWOT analysis is conducted MTR Creators (existing resources) and Yahoo
Knowledge are selected for comparison The aim is to select the right collaborative technology
(groupware etc) to build an E-discussion forum
Improving Productivity amp Sustainability Through KMS
Page 40 of 72
MTR Creators Yahoo Knowledge
Strength
(1) Because of existing resources
(introduced in end 2009) it is not required
to raise funding
(2) Minimum user training
(3) Just need to do the setup
customization and administrative work
(4) The web-base discussion forum can
fulfill business objectives
(1) Able to fulfill business
objectives
(2) Attractive MMI
(3) With scoring system to
encourage people to participate
(4) High degree of information
(5) Open to public
(6) No need to do setup
Weakness
(1) Limited to internal expertise
(2) Need to do the setup customization amp
administration work
Insufficient knowledge for specific
systems
Opportunities Management support in prior No cost is required
Threat
Have redundancy by means of Email or
other technologies
The answer has no guarantee
After analyzed SharePoint is selected to build web-base knowledge repositories because of no cost
and short implementation time while MTR Creators is selected to build an E-discussion forum with
the same reason More important both technologies are able to fulfill business objectives
108 Implementation Approaches
Both SharePoint and MTR Creators were not widely adopted at the beginning (mid of 2009) This
was because no expertise was willing to do the customization setup and administration work for the
Improving Productivity amp Sustainability Through KMS
Page 41 of 72
particular applications within the department In light of this these resources will be made good use
of and tried to maximize the utilization of these technologies and existing infrastructure In the
below sections setup customization and administrative works for SharePoint and MTR Creators
will be conducted The purpose is to build an E-document library and E-discussion forum to in line
with KM mechanisms
Improving Productivity amp Sustainability Through KMS
Page 42 of 72
109 Implementation Plan
Below is the project timeline In Jan 2010 all the setup and customization works for AFC had been completed In Feb 2010
application for these technologies together with other KM mechanisms had been started AFC SDT and other AFC team with a total
of about 22 staff were selected to apply the KMS for AFC In Jan 2010 a questionnaire had been sent to them to collect their needs
for AFC and their views for KMS In Jun 2010 another questionnaire had been sent to them to collect their comments after applying
the KMS for five months
November January February March April May
1 Review business context
2 Problem statement
3 Define project objective amp scope
4 Literature review
5 Data collection amp assessment
6 Implementation
7 Performance evaluation amp control
8 Submit project report
Tasks2009 2010
DescriptionJuneDecember
Improving Productivity amp Sustainability Through KMS
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1010 SharePoint
Microsoft SharePoint also known as Microsoft SharePoint Products and Technologies is a content
management system with integrated search functionality developed by Microsoft that allows users to
work in a web-based collaborative environment Microsoft provides certain built-in functionality and
third party developers can also develop custom modifications to extend functionalities
SharePoint is a collection of products and software elements that includes among a growing selection
of components web browser based collaboration functions process management modules search
modules and a document-management platform SharePoint can be used to host web sites that access
shared workspaces information stores and documents as well as host defined applications such as
wikis and blogs All users can manipulate proprietary controls called web parts or interact with
pieces of content such as lists and document libraries
10101 Background of Corporate Document Management System at MTR
In year 2008 MTR selected Microsoft SharePoint 2007 as the future document management platform
This platform became part of the infrastructure of Document Management System (DMS) for all
departments and supported the on-going document management needs of MTR Corporation
In mid 2008 the DMS platform was established by IT department in MTR The application setup and
administration work was relied on individual department In end 2008 these two pilot trials were
rolled out with satisfactory result which interested other departments to migrate their legacy system
into e-library Basically the application setup and ownership were released to individual department
The DMS consists of Document Libraries owned by various departments and working groups Please
Improving Productivity amp Sustainability Through KMS
Page 44 of 72
refer below Figure 5 for Enterprise Information Portal After clicking the DMS in Figure 5 the site
hierarchy tree of Document Libraries folders were expanded as illustrated in Figure 6
Figure 5 Figure 6
Referring to Figure 6 the Site Hierarchy Tree shows the document libraries that are available
in corresponding departmentrsquos folder The Document Libraries is a place on a site where user can
create share and update files It contains custom properties that stores metadata of files in the libraries
and also provides fine-grained security for granting access to those files The Document Libraries are
owned by various departments and working groups in the Operations Division Respective owner
possesses the autonomy to control who can access and to what extent under the Document Libraries
Due to various issues (for example some departments are not familiar with Information System setup
and not willing to take up the duties and responsibilities of being an administrator etc) the application
of SharePoint was not widely adopted in Operations Division
Improving Productivity amp Sustainability Through KMS
Page 45 of 72
10102 Use SharePoint as E-Document Library for AFC
Before 2009 SharePoint had never been applied to AFC knowledge management activities In Jan
2010 the initial set up share folder creation and the knowledge sharing activities for AFC among all
my staff had been conducted I acted as an Administrator role to govern knowledge management
activities in SharePoint Basically Administrators needed to manage the access permission and folder
structure of individual document libraries Meanwhile other working teams were encouraged to share
their knowledge and useful documents in SharePoint Before starting these activities in SharePoint the
following setup was required to arrange
10103 Created the folder structure
In the below Figure 7 the folder structure of a document library at Site Hierarchy called AFC SDT
was created AFC staff could add files to the library and other people can make changes to them
Those changes would be stored in the library at server not at their own computers And other people
could easily access the files by using a Web browser provided that they have been granted the
permissions to do so
Improving Productivity amp Sustainability Through KMS
Page 46 of 72
Figure 7 Figure 8
10104 Define Content Types
In the above Figure 8 the content type was defined which is suitable for AFC application A content
type is used to define the attributes of a document Each content type can store different attributes in
the document library and also can associate with different document library For example all
deliverable documents in a project file may require a set of attributes such as project code and project
owner By creating a project content type the required information such as project code must be
assured and the project owner will be associated with all variants of user deliverable documents for
AFC
10105 File Permission Settings
Improving Productivity amp Sustainability Through KMS
Page 47 of 72
In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
Improving Productivity amp Sustainability Through KMS
Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
Improving Productivity amp Sustainability Through KMS
Page 49 of 72
Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
Improving Productivity amp Sustainability Through KMS
Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
Improving Productivity amp Sustainability Through KMS
Page 51 of 72
Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
Improving Productivity amp Sustainability Through KMS
Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
Improving Productivity amp Sustainability Through KMS
Page 53 of 72
PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
Improving Productivity amp Sustainability Through KMS
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10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
Improving Productivity amp Sustainability Through KMS
Page 57 of 72
11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 36
Improving Productivity amp Sustainability Through KMS
Page 34 of 72
94 Analysis and Recommendation
Base on the above Item 93 of KM assessment below are the analysis and recommendation
941 Analysis
- MTR is a large transportation company that pursued a low-cost business strategy to operate
its systems in a safe and reliable manner
- MTR faces low levels of uncertainty because of monopoly AFC tasks are highly dependent
because individual machines are co-related
- MTR relies mainly on explicit procedure knowledge However several projects and railway
extensions make frequent changes in the system As such MTR becomes more rely on the
tacit knowledge possessed by its employees
- MTR had pursued technologies (eg SharePoint and Web-based discussion groups) to
support knowledge management The company had set-up the platform but there was no
expertise to customize particular application Staff had just used these softwares as rituals
rather than knowledge capturing or sharing platform
942 Recommendations
- To enhance people-to-document through more on-the-job training and develop an electronic
document system that codifies stores disseminates and allows reuse of knowledge for AFC
Improving Productivity amp Sustainability Through KMS
Page 35 of 72
- MTR had successfully applied the SharePoint in projects and railway extensions as pilot
Because of the reuse economics MTR shall further extend the application of SharePoint in
Operations Department and arrange expertise to customize the application for AFC
- Establishment and use of communities of AFC to support socialisation capture and reuse of
knowledge To enhance socialisation through more job attachments meetings and group
projects
- To enhance internalisation through more training case studies and presentations
- To motivate staff to setup amp maintain KMS for ongoing operations
bull Physiological need
ndash Review salary by staff performance
ndash Clear reward system
bull Safety need
ndash Job is secured even though share knowledge with others
ndash Training for staff without enough skill
bull Belongingness need
ndash Knowledge sharing (eg Share knowledge in SharePoint)
ndash More team activity (eg Work Improvement Team for AFC)
bull Self esteem need
ndash Social relationship with other
ndash After-office-hour activities
ndash Promotion opportunity
Improving Productivity amp Sustainability Through KMS
Page 36 of 72
10 Implementation Strategies and Plan
Below are the implementation strategies and plans
101 Use Information Technologies and Existing Resources
Based on Item 94 of KM analysis and recommendation below are the implementation details and
strategies Information technologies will be used as practical tools for activities mainly performed
and directed by humans to achieve real knowledge-based organizations Further it is inclined to use
existing resources and infrastructure due to time and budget constraints
102 Web-based Technologies
Among information technologies the web-based collaborative tools such as Wiki are very
successful and made it possible for corporate employees to continuously contribute and access
information to and from the central repository Virtual world further increased collaborative
opportunities in the process of knowledge sharing In virtual world a team can work synchronously
The new generations of virtual world tools allow the team not only meet and exchange ideas verbally
but also document them by creating processes procedures and diagrams of concepts that are
explicitly formed one part of the base of organizational knowledge
103 Codification Approach
One strategy to KM involves active management of knowledge (push strategy) In such an instance
individuals strive to explicitly encode their knowledge into a shared knowledge repository such as a
database as well as retrieving knowledge they need which other individuals have provided to the
Improving Productivity amp Sustainability Through KMS
Page 37 of 72
repository This is also commonly known as codification approach to KM In the below section
SharePoint will be used to implement a shared knowledge repository
104 Personalization Approach
Another strategy to KM involves individuals who make requests for knowledge from experts
associated with a particular subject on an ad hoc basis (pull strategy) In such an instance experts
can provide their insights to the particular person or people who need this information This is also
commonly known as the personalization approach to KM In the below section MTR Creators will
be used to implement an E-Discussion Forum Within MTR Creators Subject Matter Advisor (SMA)
will act as an expert to provide feedback to particular questioner
105 KM Mechanisms
Knowledge can be accessed at three stages of ldquobeforerdquo ldquoduringrdquo and ldquoafter KM-related activities
Different organizations have tried various knowledge capture incentives including making content
submission mandatory and incorporating rewards into performance measurement plans as motivation
Whenever staff found that KMS is useful for them or once the habit of contributing sharing and
accessing knowledge is instilled incentivesmotivation are no longer required In the below section
rewards scheme will be incorporated into Annual Performance Appraisal to evaluate the contribution
of KM
106 Knowledge Management Software
Knowledge Management Software is a subset of enterprise content management software which
contains a range of software that specializes in the way information is collected stored andor
accessed The knowledge management is based on a range of practices used by an individual a
Improving Productivity amp Sustainability Through KMS
Page 38 of 72
business and a large corporation to identify create represent and redistribute information for a
range of purposes Software that enables an information practice or range of practices at any part of
the processes of information management can be deemed as information management software A
subset of information management software emphasizes an approach to build knowledge out of
information that is managed or contained which is often called knowledge management software
107 Selection of Knowledge Management Software
In 2008 and 2009 MTR had spent a lot of resources and make huge investments in the latest
technologies (eg SharePoint 2007) systems (MTR Creators) and infrastructures to support
knowledge management Furthermore these knowledge management software tools have the
advantages of using organizationrsquos existing information technology infrastructure with supporting by
senior management Additionally there was no funding for the implementation of this project
Hence existing resources will be made good use of building the application for AFC instead of
sourcing alternative software
1071 SWOT Analysis
In the following table a SWOT analysis is conducted SharePoint (existing resources) and PC Base
Expert System are selected for comparison The aim is to select the right technology to build the
web-base knowledge repositories
SharePoint PC Base Expert System
Strength
(1) Because of existing resources
(introduced in end 2008) it is not required
(1) Can develop as artificial
intelligence by means of Case-
Improving Productivity amp Sustainability Through KMS
Page 39 of 72
to raise funding
(2) Minimum user training
(3) Just need to do the setup customization
and administrative work
(4) Web-base document library can also
fulfill business objectives
(5) Relative easy to do the setup
customization amp administration
based or rule-Based reasoning
systems
(2) Can develop as web-base
library
(3) Fulfill business objectives
Weakness
Expertise to do setup customization amp
administration
(1) Need to raise additional cost
Relative longer development time
(2) Need expertise to develop
Opportunities
(1) Relative easy to get short win
(2) Management support in prior
More applications by means of
Case-based or rule-based
reasoning systems
Threat
Limited applications Higher cost but other technologies
may fulfill the same objectives
In the following table SWOT analysis is conducted MTR Creators (existing resources) and Yahoo
Knowledge are selected for comparison The aim is to select the right collaborative technology
(groupware etc) to build an E-discussion forum
Improving Productivity amp Sustainability Through KMS
Page 40 of 72
MTR Creators Yahoo Knowledge
Strength
(1) Because of existing resources
(introduced in end 2009) it is not required
to raise funding
(2) Minimum user training
(3) Just need to do the setup
customization and administrative work
(4) The web-base discussion forum can
fulfill business objectives
(1) Able to fulfill business
objectives
(2) Attractive MMI
(3) With scoring system to
encourage people to participate
(4) High degree of information
(5) Open to public
(6) No need to do setup
Weakness
(1) Limited to internal expertise
(2) Need to do the setup customization amp
administration work
Insufficient knowledge for specific
systems
Opportunities Management support in prior No cost is required
Threat
Have redundancy by means of Email or
other technologies
The answer has no guarantee
After analyzed SharePoint is selected to build web-base knowledge repositories because of no cost
and short implementation time while MTR Creators is selected to build an E-discussion forum with
the same reason More important both technologies are able to fulfill business objectives
108 Implementation Approaches
Both SharePoint and MTR Creators were not widely adopted at the beginning (mid of 2009) This
was because no expertise was willing to do the customization setup and administration work for the
Improving Productivity amp Sustainability Through KMS
Page 41 of 72
particular applications within the department In light of this these resources will be made good use
of and tried to maximize the utilization of these technologies and existing infrastructure In the
below sections setup customization and administrative works for SharePoint and MTR Creators
will be conducted The purpose is to build an E-document library and E-discussion forum to in line
with KM mechanisms
Improving Productivity amp Sustainability Through KMS
Page 42 of 72
109 Implementation Plan
Below is the project timeline In Jan 2010 all the setup and customization works for AFC had been completed In Feb 2010
application for these technologies together with other KM mechanisms had been started AFC SDT and other AFC team with a total
of about 22 staff were selected to apply the KMS for AFC In Jan 2010 a questionnaire had been sent to them to collect their needs
for AFC and their views for KMS In Jun 2010 another questionnaire had been sent to them to collect their comments after applying
the KMS for five months
November January February March April May
1 Review business context
2 Problem statement
3 Define project objective amp scope
4 Literature review
5 Data collection amp assessment
6 Implementation
7 Performance evaluation amp control
8 Submit project report
Tasks2009 2010
DescriptionJuneDecember
Improving Productivity amp Sustainability Through KMS
Page 43 of 72
1010 SharePoint
Microsoft SharePoint also known as Microsoft SharePoint Products and Technologies is a content
management system with integrated search functionality developed by Microsoft that allows users to
work in a web-based collaborative environment Microsoft provides certain built-in functionality and
third party developers can also develop custom modifications to extend functionalities
SharePoint is a collection of products and software elements that includes among a growing selection
of components web browser based collaboration functions process management modules search
modules and a document-management platform SharePoint can be used to host web sites that access
shared workspaces information stores and documents as well as host defined applications such as
wikis and blogs All users can manipulate proprietary controls called web parts or interact with
pieces of content such as lists and document libraries
10101 Background of Corporate Document Management System at MTR
In year 2008 MTR selected Microsoft SharePoint 2007 as the future document management platform
This platform became part of the infrastructure of Document Management System (DMS) for all
departments and supported the on-going document management needs of MTR Corporation
In mid 2008 the DMS platform was established by IT department in MTR The application setup and
administration work was relied on individual department In end 2008 these two pilot trials were
rolled out with satisfactory result which interested other departments to migrate their legacy system
into e-library Basically the application setup and ownership were released to individual department
The DMS consists of Document Libraries owned by various departments and working groups Please
Improving Productivity amp Sustainability Through KMS
Page 44 of 72
refer below Figure 5 for Enterprise Information Portal After clicking the DMS in Figure 5 the site
hierarchy tree of Document Libraries folders were expanded as illustrated in Figure 6
Figure 5 Figure 6
Referring to Figure 6 the Site Hierarchy Tree shows the document libraries that are available
in corresponding departmentrsquos folder The Document Libraries is a place on a site where user can
create share and update files It contains custom properties that stores metadata of files in the libraries
and also provides fine-grained security for granting access to those files The Document Libraries are
owned by various departments and working groups in the Operations Division Respective owner
possesses the autonomy to control who can access and to what extent under the Document Libraries
Due to various issues (for example some departments are not familiar with Information System setup
and not willing to take up the duties and responsibilities of being an administrator etc) the application
of SharePoint was not widely adopted in Operations Division
Improving Productivity amp Sustainability Through KMS
Page 45 of 72
10102 Use SharePoint as E-Document Library for AFC
Before 2009 SharePoint had never been applied to AFC knowledge management activities In Jan
2010 the initial set up share folder creation and the knowledge sharing activities for AFC among all
my staff had been conducted I acted as an Administrator role to govern knowledge management
activities in SharePoint Basically Administrators needed to manage the access permission and folder
structure of individual document libraries Meanwhile other working teams were encouraged to share
their knowledge and useful documents in SharePoint Before starting these activities in SharePoint the
following setup was required to arrange
10103 Created the folder structure
In the below Figure 7 the folder structure of a document library at Site Hierarchy called AFC SDT
was created AFC staff could add files to the library and other people can make changes to them
Those changes would be stored in the library at server not at their own computers And other people
could easily access the files by using a Web browser provided that they have been granted the
permissions to do so
Improving Productivity amp Sustainability Through KMS
Page 46 of 72
Figure 7 Figure 8
10104 Define Content Types
In the above Figure 8 the content type was defined which is suitable for AFC application A content
type is used to define the attributes of a document Each content type can store different attributes in
the document library and also can associate with different document library For example all
deliverable documents in a project file may require a set of attributes such as project code and project
owner By creating a project content type the required information such as project code must be
assured and the project owner will be associated with all variants of user deliverable documents for
AFC
10105 File Permission Settings
Improving Productivity amp Sustainability Through KMS
Page 47 of 72
In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
Improving Productivity amp Sustainability Through KMS
Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
Improving Productivity amp Sustainability Through KMS
Page 49 of 72
Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
Improving Productivity amp Sustainability Through KMS
Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
Improving Productivity amp Sustainability Through KMS
Page 51 of 72
Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
Improving Productivity amp Sustainability Through KMS
Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
Improving Productivity amp Sustainability Through KMS
Page 53 of 72
PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
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10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
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11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 37
Improving Productivity amp Sustainability Through KMS
Page 35 of 72
- MTR had successfully applied the SharePoint in projects and railway extensions as pilot
Because of the reuse economics MTR shall further extend the application of SharePoint in
Operations Department and arrange expertise to customize the application for AFC
- Establishment and use of communities of AFC to support socialisation capture and reuse of
knowledge To enhance socialisation through more job attachments meetings and group
projects
- To enhance internalisation through more training case studies and presentations
- To motivate staff to setup amp maintain KMS for ongoing operations
bull Physiological need
ndash Review salary by staff performance
ndash Clear reward system
bull Safety need
ndash Job is secured even though share knowledge with others
ndash Training for staff without enough skill
bull Belongingness need
ndash Knowledge sharing (eg Share knowledge in SharePoint)
ndash More team activity (eg Work Improvement Team for AFC)
bull Self esteem need
ndash Social relationship with other
ndash After-office-hour activities
ndash Promotion opportunity
Improving Productivity amp Sustainability Through KMS
Page 36 of 72
10 Implementation Strategies and Plan
Below are the implementation strategies and plans
101 Use Information Technologies and Existing Resources
Based on Item 94 of KM analysis and recommendation below are the implementation details and
strategies Information technologies will be used as practical tools for activities mainly performed
and directed by humans to achieve real knowledge-based organizations Further it is inclined to use
existing resources and infrastructure due to time and budget constraints
102 Web-based Technologies
Among information technologies the web-based collaborative tools such as Wiki are very
successful and made it possible for corporate employees to continuously contribute and access
information to and from the central repository Virtual world further increased collaborative
opportunities in the process of knowledge sharing In virtual world a team can work synchronously
The new generations of virtual world tools allow the team not only meet and exchange ideas verbally
but also document them by creating processes procedures and diagrams of concepts that are
explicitly formed one part of the base of organizational knowledge
103 Codification Approach
One strategy to KM involves active management of knowledge (push strategy) In such an instance
individuals strive to explicitly encode their knowledge into a shared knowledge repository such as a
database as well as retrieving knowledge they need which other individuals have provided to the
Improving Productivity amp Sustainability Through KMS
Page 37 of 72
repository This is also commonly known as codification approach to KM In the below section
SharePoint will be used to implement a shared knowledge repository
104 Personalization Approach
Another strategy to KM involves individuals who make requests for knowledge from experts
associated with a particular subject on an ad hoc basis (pull strategy) In such an instance experts
can provide their insights to the particular person or people who need this information This is also
commonly known as the personalization approach to KM In the below section MTR Creators will
be used to implement an E-Discussion Forum Within MTR Creators Subject Matter Advisor (SMA)
will act as an expert to provide feedback to particular questioner
105 KM Mechanisms
Knowledge can be accessed at three stages of ldquobeforerdquo ldquoduringrdquo and ldquoafter KM-related activities
Different organizations have tried various knowledge capture incentives including making content
submission mandatory and incorporating rewards into performance measurement plans as motivation
Whenever staff found that KMS is useful for them or once the habit of contributing sharing and
accessing knowledge is instilled incentivesmotivation are no longer required In the below section
rewards scheme will be incorporated into Annual Performance Appraisal to evaluate the contribution
of KM
106 Knowledge Management Software
Knowledge Management Software is a subset of enterprise content management software which
contains a range of software that specializes in the way information is collected stored andor
accessed The knowledge management is based on a range of practices used by an individual a
Improving Productivity amp Sustainability Through KMS
Page 38 of 72
business and a large corporation to identify create represent and redistribute information for a
range of purposes Software that enables an information practice or range of practices at any part of
the processes of information management can be deemed as information management software A
subset of information management software emphasizes an approach to build knowledge out of
information that is managed or contained which is often called knowledge management software
107 Selection of Knowledge Management Software
In 2008 and 2009 MTR had spent a lot of resources and make huge investments in the latest
technologies (eg SharePoint 2007) systems (MTR Creators) and infrastructures to support
knowledge management Furthermore these knowledge management software tools have the
advantages of using organizationrsquos existing information technology infrastructure with supporting by
senior management Additionally there was no funding for the implementation of this project
Hence existing resources will be made good use of building the application for AFC instead of
sourcing alternative software
1071 SWOT Analysis
In the following table a SWOT analysis is conducted SharePoint (existing resources) and PC Base
Expert System are selected for comparison The aim is to select the right technology to build the
web-base knowledge repositories
SharePoint PC Base Expert System
Strength
(1) Because of existing resources
(introduced in end 2008) it is not required
(1) Can develop as artificial
intelligence by means of Case-
Improving Productivity amp Sustainability Through KMS
Page 39 of 72
to raise funding
(2) Minimum user training
(3) Just need to do the setup customization
and administrative work
(4) Web-base document library can also
fulfill business objectives
(5) Relative easy to do the setup
customization amp administration
based or rule-Based reasoning
systems
(2) Can develop as web-base
library
(3) Fulfill business objectives
Weakness
Expertise to do setup customization amp
administration
(1) Need to raise additional cost
Relative longer development time
(2) Need expertise to develop
Opportunities
(1) Relative easy to get short win
(2) Management support in prior
More applications by means of
Case-based or rule-based
reasoning systems
Threat
Limited applications Higher cost but other technologies
may fulfill the same objectives
In the following table SWOT analysis is conducted MTR Creators (existing resources) and Yahoo
Knowledge are selected for comparison The aim is to select the right collaborative technology
(groupware etc) to build an E-discussion forum
Improving Productivity amp Sustainability Through KMS
Page 40 of 72
MTR Creators Yahoo Knowledge
Strength
(1) Because of existing resources
(introduced in end 2009) it is not required
to raise funding
(2) Minimum user training
(3) Just need to do the setup
customization and administrative work
(4) The web-base discussion forum can
fulfill business objectives
(1) Able to fulfill business
objectives
(2) Attractive MMI
(3) With scoring system to
encourage people to participate
(4) High degree of information
(5) Open to public
(6) No need to do setup
Weakness
(1) Limited to internal expertise
(2) Need to do the setup customization amp
administration work
Insufficient knowledge for specific
systems
Opportunities Management support in prior No cost is required
Threat
Have redundancy by means of Email or
other technologies
The answer has no guarantee
After analyzed SharePoint is selected to build web-base knowledge repositories because of no cost
and short implementation time while MTR Creators is selected to build an E-discussion forum with
the same reason More important both technologies are able to fulfill business objectives
108 Implementation Approaches
Both SharePoint and MTR Creators were not widely adopted at the beginning (mid of 2009) This
was because no expertise was willing to do the customization setup and administration work for the
Improving Productivity amp Sustainability Through KMS
Page 41 of 72
particular applications within the department In light of this these resources will be made good use
of and tried to maximize the utilization of these technologies and existing infrastructure In the
below sections setup customization and administrative works for SharePoint and MTR Creators
will be conducted The purpose is to build an E-document library and E-discussion forum to in line
with KM mechanisms
Improving Productivity amp Sustainability Through KMS
Page 42 of 72
109 Implementation Plan
Below is the project timeline In Jan 2010 all the setup and customization works for AFC had been completed In Feb 2010
application for these technologies together with other KM mechanisms had been started AFC SDT and other AFC team with a total
of about 22 staff were selected to apply the KMS for AFC In Jan 2010 a questionnaire had been sent to them to collect their needs
for AFC and their views for KMS In Jun 2010 another questionnaire had been sent to them to collect their comments after applying
the KMS for five months
November January February March April May
1 Review business context
2 Problem statement
3 Define project objective amp scope
4 Literature review
5 Data collection amp assessment
6 Implementation
7 Performance evaluation amp control
8 Submit project report
Tasks2009 2010
DescriptionJuneDecember
Improving Productivity amp Sustainability Through KMS
Page 43 of 72
1010 SharePoint
Microsoft SharePoint also known as Microsoft SharePoint Products and Technologies is a content
management system with integrated search functionality developed by Microsoft that allows users to
work in a web-based collaborative environment Microsoft provides certain built-in functionality and
third party developers can also develop custom modifications to extend functionalities
SharePoint is a collection of products and software elements that includes among a growing selection
of components web browser based collaboration functions process management modules search
modules and a document-management platform SharePoint can be used to host web sites that access
shared workspaces information stores and documents as well as host defined applications such as
wikis and blogs All users can manipulate proprietary controls called web parts or interact with
pieces of content such as lists and document libraries
10101 Background of Corporate Document Management System at MTR
In year 2008 MTR selected Microsoft SharePoint 2007 as the future document management platform
This platform became part of the infrastructure of Document Management System (DMS) for all
departments and supported the on-going document management needs of MTR Corporation
In mid 2008 the DMS platform was established by IT department in MTR The application setup and
administration work was relied on individual department In end 2008 these two pilot trials were
rolled out with satisfactory result which interested other departments to migrate their legacy system
into e-library Basically the application setup and ownership were released to individual department
The DMS consists of Document Libraries owned by various departments and working groups Please
Improving Productivity amp Sustainability Through KMS
Page 44 of 72
refer below Figure 5 for Enterprise Information Portal After clicking the DMS in Figure 5 the site
hierarchy tree of Document Libraries folders were expanded as illustrated in Figure 6
Figure 5 Figure 6
Referring to Figure 6 the Site Hierarchy Tree shows the document libraries that are available
in corresponding departmentrsquos folder The Document Libraries is a place on a site where user can
create share and update files It contains custom properties that stores metadata of files in the libraries
and also provides fine-grained security for granting access to those files The Document Libraries are
owned by various departments and working groups in the Operations Division Respective owner
possesses the autonomy to control who can access and to what extent under the Document Libraries
Due to various issues (for example some departments are not familiar with Information System setup
and not willing to take up the duties and responsibilities of being an administrator etc) the application
of SharePoint was not widely adopted in Operations Division
Improving Productivity amp Sustainability Through KMS
Page 45 of 72
10102 Use SharePoint as E-Document Library for AFC
Before 2009 SharePoint had never been applied to AFC knowledge management activities In Jan
2010 the initial set up share folder creation and the knowledge sharing activities for AFC among all
my staff had been conducted I acted as an Administrator role to govern knowledge management
activities in SharePoint Basically Administrators needed to manage the access permission and folder
structure of individual document libraries Meanwhile other working teams were encouraged to share
their knowledge and useful documents in SharePoint Before starting these activities in SharePoint the
following setup was required to arrange
10103 Created the folder structure
In the below Figure 7 the folder structure of a document library at Site Hierarchy called AFC SDT
was created AFC staff could add files to the library and other people can make changes to them
Those changes would be stored in the library at server not at their own computers And other people
could easily access the files by using a Web browser provided that they have been granted the
permissions to do so
Improving Productivity amp Sustainability Through KMS
Page 46 of 72
Figure 7 Figure 8
10104 Define Content Types
In the above Figure 8 the content type was defined which is suitable for AFC application A content
type is used to define the attributes of a document Each content type can store different attributes in
the document library and also can associate with different document library For example all
deliverable documents in a project file may require a set of attributes such as project code and project
owner By creating a project content type the required information such as project code must be
assured and the project owner will be associated with all variants of user deliverable documents for
AFC
10105 File Permission Settings
Improving Productivity amp Sustainability Through KMS
Page 47 of 72
In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
Improving Productivity amp Sustainability Through KMS
Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
Improving Productivity amp Sustainability Through KMS
Page 49 of 72
Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
Improving Productivity amp Sustainability Through KMS
Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
Improving Productivity amp Sustainability Through KMS
Page 51 of 72
Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
Improving Productivity amp Sustainability Through KMS
Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
Improving Productivity amp Sustainability Through KMS
Page 53 of 72
PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
Improving Productivity amp Sustainability Through KMS
Page 56 of 72
10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
Improving Productivity amp Sustainability Through KMS
Page 57 of 72
11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 38
Improving Productivity amp Sustainability Through KMS
Page 36 of 72
10 Implementation Strategies and Plan
Below are the implementation strategies and plans
101 Use Information Technologies and Existing Resources
Based on Item 94 of KM analysis and recommendation below are the implementation details and
strategies Information technologies will be used as practical tools for activities mainly performed
and directed by humans to achieve real knowledge-based organizations Further it is inclined to use
existing resources and infrastructure due to time and budget constraints
102 Web-based Technologies
Among information technologies the web-based collaborative tools such as Wiki are very
successful and made it possible for corporate employees to continuously contribute and access
information to and from the central repository Virtual world further increased collaborative
opportunities in the process of knowledge sharing In virtual world a team can work synchronously
The new generations of virtual world tools allow the team not only meet and exchange ideas verbally
but also document them by creating processes procedures and diagrams of concepts that are
explicitly formed one part of the base of organizational knowledge
103 Codification Approach
One strategy to KM involves active management of knowledge (push strategy) In such an instance
individuals strive to explicitly encode their knowledge into a shared knowledge repository such as a
database as well as retrieving knowledge they need which other individuals have provided to the
Improving Productivity amp Sustainability Through KMS
Page 37 of 72
repository This is also commonly known as codification approach to KM In the below section
SharePoint will be used to implement a shared knowledge repository
104 Personalization Approach
Another strategy to KM involves individuals who make requests for knowledge from experts
associated with a particular subject on an ad hoc basis (pull strategy) In such an instance experts
can provide their insights to the particular person or people who need this information This is also
commonly known as the personalization approach to KM In the below section MTR Creators will
be used to implement an E-Discussion Forum Within MTR Creators Subject Matter Advisor (SMA)
will act as an expert to provide feedback to particular questioner
105 KM Mechanisms
Knowledge can be accessed at three stages of ldquobeforerdquo ldquoduringrdquo and ldquoafter KM-related activities
Different organizations have tried various knowledge capture incentives including making content
submission mandatory and incorporating rewards into performance measurement plans as motivation
Whenever staff found that KMS is useful for them or once the habit of contributing sharing and
accessing knowledge is instilled incentivesmotivation are no longer required In the below section
rewards scheme will be incorporated into Annual Performance Appraisal to evaluate the contribution
of KM
106 Knowledge Management Software
Knowledge Management Software is a subset of enterprise content management software which
contains a range of software that specializes in the way information is collected stored andor
accessed The knowledge management is based on a range of practices used by an individual a
Improving Productivity amp Sustainability Through KMS
Page 38 of 72
business and a large corporation to identify create represent and redistribute information for a
range of purposes Software that enables an information practice or range of practices at any part of
the processes of information management can be deemed as information management software A
subset of information management software emphasizes an approach to build knowledge out of
information that is managed or contained which is often called knowledge management software
107 Selection of Knowledge Management Software
In 2008 and 2009 MTR had spent a lot of resources and make huge investments in the latest
technologies (eg SharePoint 2007) systems (MTR Creators) and infrastructures to support
knowledge management Furthermore these knowledge management software tools have the
advantages of using organizationrsquos existing information technology infrastructure with supporting by
senior management Additionally there was no funding for the implementation of this project
Hence existing resources will be made good use of building the application for AFC instead of
sourcing alternative software
1071 SWOT Analysis
In the following table a SWOT analysis is conducted SharePoint (existing resources) and PC Base
Expert System are selected for comparison The aim is to select the right technology to build the
web-base knowledge repositories
SharePoint PC Base Expert System
Strength
(1) Because of existing resources
(introduced in end 2008) it is not required
(1) Can develop as artificial
intelligence by means of Case-
Improving Productivity amp Sustainability Through KMS
Page 39 of 72
to raise funding
(2) Minimum user training
(3) Just need to do the setup customization
and administrative work
(4) Web-base document library can also
fulfill business objectives
(5) Relative easy to do the setup
customization amp administration
based or rule-Based reasoning
systems
(2) Can develop as web-base
library
(3) Fulfill business objectives
Weakness
Expertise to do setup customization amp
administration
(1) Need to raise additional cost
Relative longer development time
(2) Need expertise to develop
Opportunities
(1) Relative easy to get short win
(2) Management support in prior
More applications by means of
Case-based or rule-based
reasoning systems
Threat
Limited applications Higher cost but other technologies
may fulfill the same objectives
In the following table SWOT analysis is conducted MTR Creators (existing resources) and Yahoo
Knowledge are selected for comparison The aim is to select the right collaborative technology
(groupware etc) to build an E-discussion forum
Improving Productivity amp Sustainability Through KMS
Page 40 of 72
MTR Creators Yahoo Knowledge
Strength
(1) Because of existing resources
(introduced in end 2009) it is not required
to raise funding
(2) Minimum user training
(3) Just need to do the setup
customization and administrative work
(4) The web-base discussion forum can
fulfill business objectives
(1) Able to fulfill business
objectives
(2) Attractive MMI
(3) With scoring system to
encourage people to participate
(4) High degree of information
(5) Open to public
(6) No need to do setup
Weakness
(1) Limited to internal expertise
(2) Need to do the setup customization amp
administration work
Insufficient knowledge for specific
systems
Opportunities Management support in prior No cost is required
Threat
Have redundancy by means of Email or
other technologies
The answer has no guarantee
After analyzed SharePoint is selected to build web-base knowledge repositories because of no cost
and short implementation time while MTR Creators is selected to build an E-discussion forum with
the same reason More important both technologies are able to fulfill business objectives
108 Implementation Approaches
Both SharePoint and MTR Creators were not widely adopted at the beginning (mid of 2009) This
was because no expertise was willing to do the customization setup and administration work for the
Improving Productivity amp Sustainability Through KMS
Page 41 of 72
particular applications within the department In light of this these resources will be made good use
of and tried to maximize the utilization of these technologies and existing infrastructure In the
below sections setup customization and administrative works for SharePoint and MTR Creators
will be conducted The purpose is to build an E-document library and E-discussion forum to in line
with KM mechanisms
Improving Productivity amp Sustainability Through KMS
Page 42 of 72
109 Implementation Plan
Below is the project timeline In Jan 2010 all the setup and customization works for AFC had been completed In Feb 2010
application for these technologies together with other KM mechanisms had been started AFC SDT and other AFC team with a total
of about 22 staff were selected to apply the KMS for AFC In Jan 2010 a questionnaire had been sent to them to collect their needs
for AFC and their views for KMS In Jun 2010 another questionnaire had been sent to them to collect their comments after applying
the KMS for five months
November January February March April May
1 Review business context
2 Problem statement
3 Define project objective amp scope
4 Literature review
5 Data collection amp assessment
6 Implementation
7 Performance evaluation amp control
8 Submit project report
Tasks2009 2010
DescriptionJuneDecember
Improving Productivity amp Sustainability Through KMS
Page 43 of 72
1010 SharePoint
Microsoft SharePoint also known as Microsoft SharePoint Products and Technologies is a content
management system with integrated search functionality developed by Microsoft that allows users to
work in a web-based collaborative environment Microsoft provides certain built-in functionality and
third party developers can also develop custom modifications to extend functionalities
SharePoint is a collection of products and software elements that includes among a growing selection
of components web browser based collaboration functions process management modules search
modules and a document-management platform SharePoint can be used to host web sites that access
shared workspaces information stores and documents as well as host defined applications such as
wikis and blogs All users can manipulate proprietary controls called web parts or interact with
pieces of content such as lists and document libraries
10101 Background of Corporate Document Management System at MTR
In year 2008 MTR selected Microsoft SharePoint 2007 as the future document management platform
This platform became part of the infrastructure of Document Management System (DMS) for all
departments and supported the on-going document management needs of MTR Corporation
In mid 2008 the DMS platform was established by IT department in MTR The application setup and
administration work was relied on individual department In end 2008 these two pilot trials were
rolled out with satisfactory result which interested other departments to migrate their legacy system
into e-library Basically the application setup and ownership were released to individual department
The DMS consists of Document Libraries owned by various departments and working groups Please
Improving Productivity amp Sustainability Through KMS
Page 44 of 72
refer below Figure 5 for Enterprise Information Portal After clicking the DMS in Figure 5 the site
hierarchy tree of Document Libraries folders were expanded as illustrated in Figure 6
Figure 5 Figure 6
Referring to Figure 6 the Site Hierarchy Tree shows the document libraries that are available
in corresponding departmentrsquos folder The Document Libraries is a place on a site where user can
create share and update files It contains custom properties that stores metadata of files in the libraries
and also provides fine-grained security for granting access to those files The Document Libraries are
owned by various departments and working groups in the Operations Division Respective owner
possesses the autonomy to control who can access and to what extent under the Document Libraries
Due to various issues (for example some departments are not familiar with Information System setup
and not willing to take up the duties and responsibilities of being an administrator etc) the application
of SharePoint was not widely adopted in Operations Division
Improving Productivity amp Sustainability Through KMS
Page 45 of 72
10102 Use SharePoint as E-Document Library for AFC
Before 2009 SharePoint had never been applied to AFC knowledge management activities In Jan
2010 the initial set up share folder creation and the knowledge sharing activities for AFC among all
my staff had been conducted I acted as an Administrator role to govern knowledge management
activities in SharePoint Basically Administrators needed to manage the access permission and folder
structure of individual document libraries Meanwhile other working teams were encouraged to share
their knowledge and useful documents in SharePoint Before starting these activities in SharePoint the
following setup was required to arrange
10103 Created the folder structure
In the below Figure 7 the folder structure of a document library at Site Hierarchy called AFC SDT
was created AFC staff could add files to the library and other people can make changes to them
Those changes would be stored in the library at server not at their own computers And other people
could easily access the files by using a Web browser provided that they have been granted the
permissions to do so
Improving Productivity amp Sustainability Through KMS
Page 46 of 72
Figure 7 Figure 8
10104 Define Content Types
In the above Figure 8 the content type was defined which is suitable for AFC application A content
type is used to define the attributes of a document Each content type can store different attributes in
the document library and also can associate with different document library For example all
deliverable documents in a project file may require a set of attributes such as project code and project
owner By creating a project content type the required information such as project code must be
assured and the project owner will be associated with all variants of user deliverable documents for
AFC
10105 File Permission Settings
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Page 47 of 72
In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
Improving Productivity amp Sustainability Through KMS
Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
Improving Productivity amp Sustainability Through KMS
Page 49 of 72
Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
Improving Productivity amp Sustainability Through KMS
Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
Improving Productivity amp Sustainability Through KMS
Page 51 of 72
Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
Improving Productivity amp Sustainability Through KMS
Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
Improving Productivity amp Sustainability Through KMS
Page 53 of 72
PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
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10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
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11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 39
Improving Productivity amp Sustainability Through KMS
Page 37 of 72
repository This is also commonly known as codification approach to KM In the below section
SharePoint will be used to implement a shared knowledge repository
104 Personalization Approach
Another strategy to KM involves individuals who make requests for knowledge from experts
associated with a particular subject on an ad hoc basis (pull strategy) In such an instance experts
can provide their insights to the particular person or people who need this information This is also
commonly known as the personalization approach to KM In the below section MTR Creators will
be used to implement an E-Discussion Forum Within MTR Creators Subject Matter Advisor (SMA)
will act as an expert to provide feedback to particular questioner
105 KM Mechanisms
Knowledge can be accessed at three stages of ldquobeforerdquo ldquoduringrdquo and ldquoafter KM-related activities
Different organizations have tried various knowledge capture incentives including making content
submission mandatory and incorporating rewards into performance measurement plans as motivation
Whenever staff found that KMS is useful for them or once the habit of contributing sharing and
accessing knowledge is instilled incentivesmotivation are no longer required In the below section
rewards scheme will be incorporated into Annual Performance Appraisal to evaluate the contribution
of KM
106 Knowledge Management Software
Knowledge Management Software is a subset of enterprise content management software which
contains a range of software that specializes in the way information is collected stored andor
accessed The knowledge management is based on a range of practices used by an individual a
Improving Productivity amp Sustainability Through KMS
Page 38 of 72
business and a large corporation to identify create represent and redistribute information for a
range of purposes Software that enables an information practice or range of practices at any part of
the processes of information management can be deemed as information management software A
subset of information management software emphasizes an approach to build knowledge out of
information that is managed or contained which is often called knowledge management software
107 Selection of Knowledge Management Software
In 2008 and 2009 MTR had spent a lot of resources and make huge investments in the latest
technologies (eg SharePoint 2007) systems (MTR Creators) and infrastructures to support
knowledge management Furthermore these knowledge management software tools have the
advantages of using organizationrsquos existing information technology infrastructure with supporting by
senior management Additionally there was no funding for the implementation of this project
Hence existing resources will be made good use of building the application for AFC instead of
sourcing alternative software
1071 SWOT Analysis
In the following table a SWOT analysis is conducted SharePoint (existing resources) and PC Base
Expert System are selected for comparison The aim is to select the right technology to build the
web-base knowledge repositories
SharePoint PC Base Expert System
Strength
(1) Because of existing resources
(introduced in end 2008) it is not required
(1) Can develop as artificial
intelligence by means of Case-
Improving Productivity amp Sustainability Through KMS
Page 39 of 72
to raise funding
(2) Minimum user training
(3) Just need to do the setup customization
and administrative work
(4) Web-base document library can also
fulfill business objectives
(5) Relative easy to do the setup
customization amp administration
based or rule-Based reasoning
systems
(2) Can develop as web-base
library
(3) Fulfill business objectives
Weakness
Expertise to do setup customization amp
administration
(1) Need to raise additional cost
Relative longer development time
(2) Need expertise to develop
Opportunities
(1) Relative easy to get short win
(2) Management support in prior
More applications by means of
Case-based or rule-based
reasoning systems
Threat
Limited applications Higher cost but other technologies
may fulfill the same objectives
In the following table SWOT analysis is conducted MTR Creators (existing resources) and Yahoo
Knowledge are selected for comparison The aim is to select the right collaborative technology
(groupware etc) to build an E-discussion forum
Improving Productivity amp Sustainability Through KMS
Page 40 of 72
MTR Creators Yahoo Knowledge
Strength
(1) Because of existing resources
(introduced in end 2009) it is not required
to raise funding
(2) Minimum user training
(3) Just need to do the setup
customization and administrative work
(4) The web-base discussion forum can
fulfill business objectives
(1) Able to fulfill business
objectives
(2) Attractive MMI
(3) With scoring system to
encourage people to participate
(4) High degree of information
(5) Open to public
(6) No need to do setup
Weakness
(1) Limited to internal expertise
(2) Need to do the setup customization amp
administration work
Insufficient knowledge for specific
systems
Opportunities Management support in prior No cost is required
Threat
Have redundancy by means of Email or
other technologies
The answer has no guarantee
After analyzed SharePoint is selected to build web-base knowledge repositories because of no cost
and short implementation time while MTR Creators is selected to build an E-discussion forum with
the same reason More important both technologies are able to fulfill business objectives
108 Implementation Approaches
Both SharePoint and MTR Creators were not widely adopted at the beginning (mid of 2009) This
was because no expertise was willing to do the customization setup and administration work for the
Improving Productivity amp Sustainability Through KMS
Page 41 of 72
particular applications within the department In light of this these resources will be made good use
of and tried to maximize the utilization of these technologies and existing infrastructure In the
below sections setup customization and administrative works for SharePoint and MTR Creators
will be conducted The purpose is to build an E-document library and E-discussion forum to in line
with KM mechanisms
Improving Productivity amp Sustainability Through KMS
Page 42 of 72
109 Implementation Plan
Below is the project timeline In Jan 2010 all the setup and customization works for AFC had been completed In Feb 2010
application for these technologies together with other KM mechanisms had been started AFC SDT and other AFC team with a total
of about 22 staff were selected to apply the KMS for AFC In Jan 2010 a questionnaire had been sent to them to collect their needs
for AFC and their views for KMS In Jun 2010 another questionnaire had been sent to them to collect their comments after applying
the KMS for five months
November January February March April May
1 Review business context
2 Problem statement
3 Define project objective amp scope
4 Literature review
5 Data collection amp assessment
6 Implementation
7 Performance evaluation amp control
8 Submit project report
Tasks2009 2010
DescriptionJuneDecember
Improving Productivity amp Sustainability Through KMS
Page 43 of 72
1010 SharePoint
Microsoft SharePoint also known as Microsoft SharePoint Products and Technologies is a content
management system with integrated search functionality developed by Microsoft that allows users to
work in a web-based collaborative environment Microsoft provides certain built-in functionality and
third party developers can also develop custom modifications to extend functionalities
SharePoint is a collection of products and software elements that includes among a growing selection
of components web browser based collaboration functions process management modules search
modules and a document-management platform SharePoint can be used to host web sites that access
shared workspaces information stores and documents as well as host defined applications such as
wikis and blogs All users can manipulate proprietary controls called web parts or interact with
pieces of content such as lists and document libraries
10101 Background of Corporate Document Management System at MTR
In year 2008 MTR selected Microsoft SharePoint 2007 as the future document management platform
This platform became part of the infrastructure of Document Management System (DMS) for all
departments and supported the on-going document management needs of MTR Corporation
In mid 2008 the DMS platform was established by IT department in MTR The application setup and
administration work was relied on individual department In end 2008 these two pilot trials were
rolled out with satisfactory result which interested other departments to migrate their legacy system
into e-library Basically the application setup and ownership were released to individual department
The DMS consists of Document Libraries owned by various departments and working groups Please
Improving Productivity amp Sustainability Through KMS
Page 44 of 72
refer below Figure 5 for Enterprise Information Portal After clicking the DMS in Figure 5 the site
hierarchy tree of Document Libraries folders were expanded as illustrated in Figure 6
Figure 5 Figure 6
Referring to Figure 6 the Site Hierarchy Tree shows the document libraries that are available
in corresponding departmentrsquos folder The Document Libraries is a place on a site where user can
create share and update files It contains custom properties that stores metadata of files in the libraries
and also provides fine-grained security for granting access to those files The Document Libraries are
owned by various departments and working groups in the Operations Division Respective owner
possesses the autonomy to control who can access and to what extent under the Document Libraries
Due to various issues (for example some departments are not familiar with Information System setup
and not willing to take up the duties and responsibilities of being an administrator etc) the application
of SharePoint was not widely adopted in Operations Division
Improving Productivity amp Sustainability Through KMS
Page 45 of 72
10102 Use SharePoint as E-Document Library for AFC
Before 2009 SharePoint had never been applied to AFC knowledge management activities In Jan
2010 the initial set up share folder creation and the knowledge sharing activities for AFC among all
my staff had been conducted I acted as an Administrator role to govern knowledge management
activities in SharePoint Basically Administrators needed to manage the access permission and folder
structure of individual document libraries Meanwhile other working teams were encouraged to share
their knowledge and useful documents in SharePoint Before starting these activities in SharePoint the
following setup was required to arrange
10103 Created the folder structure
In the below Figure 7 the folder structure of a document library at Site Hierarchy called AFC SDT
was created AFC staff could add files to the library and other people can make changes to them
Those changes would be stored in the library at server not at their own computers And other people
could easily access the files by using a Web browser provided that they have been granted the
permissions to do so
Improving Productivity amp Sustainability Through KMS
Page 46 of 72
Figure 7 Figure 8
10104 Define Content Types
In the above Figure 8 the content type was defined which is suitable for AFC application A content
type is used to define the attributes of a document Each content type can store different attributes in
the document library and also can associate with different document library For example all
deliverable documents in a project file may require a set of attributes such as project code and project
owner By creating a project content type the required information such as project code must be
assured and the project owner will be associated with all variants of user deliverable documents for
AFC
10105 File Permission Settings
Improving Productivity amp Sustainability Through KMS
Page 47 of 72
In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
Improving Productivity amp Sustainability Through KMS
Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
Improving Productivity amp Sustainability Through KMS
Page 49 of 72
Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
Improving Productivity amp Sustainability Through KMS
Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
Improving Productivity amp Sustainability Through KMS
Page 51 of 72
Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
Improving Productivity amp Sustainability Through KMS
Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
Improving Productivity amp Sustainability Through KMS
Page 53 of 72
PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
Improving Productivity amp Sustainability Through KMS
Page 56 of 72
10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
Improving Productivity amp Sustainability Through KMS
Page 57 of 72
11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 40
Improving Productivity amp Sustainability Through KMS
Page 38 of 72
business and a large corporation to identify create represent and redistribute information for a
range of purposes Software that enables an information practice or range of practices at any part of
the processes of information management can be deemed as information management software A
subset of information management software emphasizes an approach to build knowledge out of
information that is managed or contained which is often called knowledge management software
107 Selection of Knowledge Management Software
In 2008 and 2009 MTR had spent a lot of resources and make huge investments in the latest
technologies (eg SharePoint 2007) systems (MTR Creators) and infrastructures to support
knowledge management Furthermore these knowledge management software tools have the
advantages of using organizationrsquos existing information technology infrastructure with supporting by
senior management Additionally there was no funding for the implementation of this project
Hence existing resources will be made good use of building the application for AFC instead of
sourcing alternative software
1071 SWOT Analysis
In the following table a SWOT analysis is conducted SharePoint (existing resources) and PC Base
Expert System are selected for comparison The aim is to select the right technology to build the
web-base knowledge repositories
SharePoint PC Base Expert System
Strength
(1) Because of existing resources
(introduced in end 2008) it is not required
(1) Can develop as artificial
intelligence by means of Case-
Improving Productivity amp Sustainability Through KMS
Page 39 of 72
to raise funding
(2) Minimum user training
(3) Just need to do the setup customization
and administrative work
(4) Web-base document library can also
fulfill business objectives
(5) Relative easy to do the setup
customization amp administration
based or rule-Based reasoning
systems
(2) Can develop as web-base
library
(3) Fulfill business objectives
Weakness
Expertise to do setup customization amp
administration
(1) Need to raise additional cost
Relative longer development time
(2) Need expertise to develop
Opportunities
(1) Relative easy to get short win
(2) Management support in prior
More applications by means of
Case-based or rule-based
reasoning systems
Threat
Limited applications Higher cost but other technologies
may fulfill the same objectives
In the following table SWOT analysis is conducted MTR Creators (existing resources) and Yahoo
Knowledge are selected for comparison The aim is to select the right collaborative technology
(groupware etc) to build an E-discussion forum
Improving Productivity amp Sustainability Through KMS
Page 40 of 72
MTR Creators Yahoo Knowledge
Strength
(1) Because of existing resources
(introduced in end 2009) it is not required
to raise funding
(2) Minimum user training
(3) Just need to do the setup
customization and administrative work
(4) The web-base discussion forum can
fulfill business objectives
(1) Able to fulfill business
objectives
(2) Attractive MMI
(3) With scoring system to
encourage people to participate
(4) High degree of information
(5) Open to public
(6) No need to do setup
Weakness
(1) Limited to internal expertise
(2) Need to do the setup customization amp
administration work
Insufficient knowledge for specific
systems
Opportunities Management support in prior No cost is required
Threat
Have redundancy by means of Email or
other technologies
The answer has no guarantee
After analyzed SharePoint is selected to build web-base knowledge repositories because of no cost
and short implementation time while MTR Creators is selected to build an E-discussion forum with
the same reason More important both technologies are able to fulfill business objectives
108 Implementation Approaches
Both SharePoint and MTR Creators were not widely adopted at the beginning (mid of 2009) This
was because no expertise was willing to do the customization setup and administration work for the
Improving Productivity amp Sustainability Through KMS
Page 41 of 72
particular applications within the department In light of this these resources will be made good use
of and tried to maximize the utilization of these technologies and existing infrastructure In the
below sections setup customization and administrative works for SharePoint and MTR Creators
will be conducted The purpose is to build an E-document library and E-discussion forum to in line
with KM mechanisms
Improving Productivity amp Sustainability Through KMS
Page 42 of 72
109 Implementation Plan
Below is the project timeline In Jan 2010 all the setup and customization works for AFC had been completed In Feb 2010
application for these technologies together with other KM mechanisms had been started AFC SDT and other AFC team with a total
of about 22 staff were selected to apply the KMS for AFC In Jan 2010 a questionnaire had been sent to them to collect their needs
for AFC and their views for KMS In Jun 2010 another questionnaire had been sent to them to collect their comments after applying
the KMS for five months
November January February March April May
1 Review business context
2 Problem statement
3 Define project objective amp scope
4 Literature review
5 Data collection amp assessment
6 Implementation
7 Performance evaluation amp control
8 Submit project report
Tasks2009 2010
DescriptionJuneDecember
Improving Productivity amp Sustainability Through KMS
Page 43 of 72
1010 SharePoint
Microsoft SharePoint also known as Microsoft SharePoint Products and Technologies is a content
management system with integrated search functionality developed by Microsoft that allows users to
work in a web-based collaborative environment Microsoft provides certain built-in functionality and
third party developers can also develop custom modifications to extend functionalities
SharePoint is a collection of products and software elements that includes among a growing selection
of components web browser based collaboration functions process management modules search
modules and a document-management platform SharePoint can be used to host web sites that access
shared workspaces information stores and documents as well as host defined applications such as
wikis and blogs All users can manipulate proprietary controls called web parts or interact with
pieces of content such as lists and document libraries
10101 Background of Corporate Document Management System at MTR
In year 2008 MTR selected Microsoft SharePoint 2007 as the future document management platform
This platform became part of the infrastructure of Document Management System (DMS) for all
departments and supported the on-going document management needs of MTR Corporation
In mid 2008 the DMS platform was established by IT department in MTR The application setup and
administration work was relied on individual department In end 2008 these two pilot trials were
rolled out with satisfactory result which interested other departments to migrate their legacy system
into e-library Basically the application setup and ownership were released to individual department
The DMS consists of Document Libraries owned by various departments and working groups Please
Improving Productivity amp Sustainability Through KMS
Page 44 of 72
refer below Figure 5 for Enterprise Information Portal After clicking the DMS in Figure 5 the site
hierarchy tree of Document Libraries folders were expanded as illustrated in Figure 6
Figure 5 Figure 6
Referring to Figure 6 the Site Hierarchy Tree shows the document libraries that are available
in corresponding departmentrsquos folder The Document Libraries is a place on a site where user can
create share and update files It contains custom properties that stores metadata of files in the libraries
and also provides fine-grained security for granting access to those files The Document Libraries are
owned by various departments and working groups in the Operations Division Respective owner
possesses the autonomy to control who can access and to what extent under the Document Libraries
Due to various issues (for example some departments are not familiar with Information System setup
and not willing to take up the duties and responsibilities of being an administrator etc) the application
of SharePoint was not widely adopted in Operations Division
Improving Productivity amp Sustainability Through KMS
Page 45 of 72
10102 Use SharePoint as E-Document Library for AFC
Before 2009 SharePoint had never been applied to AFC knowledge management activities In Jan
2010 the initial set up share folder creation and the knowledge sharing activities for AFC among all
my staff had been conducted I acted as an Administrator role to govern knowledge management
activities in SharePoint Basically Administrators needed to manage the access permission and folder
structure of individual document libraries Meanwhile other working teams were encouraged to share
their knowledge and useful documents in SharePoint Before starting these activities in SharePoint the
following setup was required to arrange
10103 Created the folder structure
In the below Figure 7 the folder structure of a document library at Site Hierarchy called AFC SDT
was created AFC staff could add files to the library and other people can make changes to them
Those changes would be stored in the library at server not at their own computers And other people
could easily access the files by using a Web browser provided that they have been granted the
permissions to do so
Improving Productivity amp Sustainability Through KMS
Page 46 of 72
Figure 7 Figure 8
10104 Define Content Types
In the above Figure 8 the content type was defined which is suitable for AFC application A content
type is used to define the attributes of a document Each content type can store different attributes in
the document library and also can associate with different document library For example all
deliverable documents in a project file may require a set of attributes such as project code and project
owner By creating a project content type the required information such as project code must be
assured and the project owner will be associated with all variants of user deliverable documents for
AFC
10105 File Permission Settings
Improving Productivity amp Sustainability Through KMS
Page 47 of 72
In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
Improving Productivity amp Sustainability Through KMS
Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
Improving Productivity amp Sustainability Through KMS
Page 49 of 72
Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
Improving Productivity amp Sustainability Through KMS
Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
Improving Productivity amp Sustainability Through KMS
Page 51 of 72
Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
Improving Productivity amp Sustainability Through KMS
Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
Improving Productivity amp Sustainability Through KMS
Page 53 of 72
PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
Improving Productivity amp Sustainability Through KMS
Page 56 of 72
10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
Improving Productivity amp Sustainability Through KMS
Page 57 of 72
11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 41
Improving Productivity amp Sustainability Through KMS
Page 39 of 72
to raise funding
(2) Minimum user training
(3) Just need to do the setup customization
and administrative work
(4) Web-base document library can also
fulfill business objectives
(5) Relative easy to do the setup
customization amp administration
based or rule-Based reasoning
systems
(2) Can develop as web-base
library
(3) Fulfill business objectives
Weakness
Expertise to do setup customization amp
administration
(1) Need to raise additional cost
Relative longer development time
(2) Need expertise to develop
Opportunities
(1) Relative easy to get short win
(2) Management support in prior
More applications by means of
Case-based or rule-based
reasoning systems
Threat
Limited applications Higher cost but other technologies
may fulfill the same objectives
In the following table SWOT analysis is conducted MTR Creators (existing resources) and Yahoo
Knowledge are selected for comparison The aim is to select the right collaborative technology
(groupware etc) to build an E-discussion forum
Improving Productivity amp Sustainability Through KMS
Page 40 of 72
MTR Creators Yahoo Knowledge
Strength
(1) Because of existing resources
(introduced in end 2009) it is not required
to raise funding
(2) Minimum user training
(3) Just need to do the setup
customization and administrative work
(4) The web-base discussion forum can
fulfill business objectives
(1) Able to fulfill business
objectives
(2) Attractive MMI
(3) With scoring system to
encourage people to participate
(4) High degree of information
(5) Open to public
(6) No need to do setup
Weakness
(1) Limited to internal expertise
(2) Need to do the setup customization amp
administration work
Insufficient knowledge for specific
systems
Opportunities Management support in prior No cost is required
Threat
Have redundancy by means of Email or
other technologies
The answer has no guarantee
After analyzed SharePoint is selected to build web-base knowledge repositories because of no cost
and short implementation time while MTR Creators is selected to build an E-discussion forum with
the same reason More important both technologies are able to fulfill business objectives
108 Implementation Approaches
Both SharePoint and MTR Creators were not widely adopted at the beginning (mid of 2009) This
was because no expertise was willing to do the customization setup and administration work for the
Improving Productivity amp Sustainability Through KMS
Page 41 of 72
particular applications within the department In light of this these resources will be made good use
of and tried to maximize the utilization of these technologies and existing infrastructure In the
below sections setup customization and administrative works for SharePoint and MTR Creators
will be conducted The purpose is to build an E-document library and E-discussion forum to in line
with KM mechanisms
Improving Productivity amp Sustainability Through KMS
Page 42 of 72
109 Implementation Plan
Below is the project timeline In Jan 2010 all the setup and customization works for AFC had been completed In Feb 2010
application for these technologies together with other KM mechanisms had been started AFC SDT and other AFC team with a total
of about 22 staff were selected to apply the KMS for AFC In Jan 2010 a questionnaire had been sent to them to collect their needs
for AFC and their views for KMS In Jun 2010 another questionnaire had been sent to them to collect their comments after applying
the KMS for five months
November January February March April May
1 Review business context
2 Problem statement
3 Define project objective amp scope
4 Literature review
5 Data collection amp assessment
6 Implementation
7 Performance evaluation amp control
8 Submit project report
Tasks2009 2010
DescriptionJuneDecember
Improving Productivity amp Sustainability Through KMS
Page 43 of 72
1010 SharePoint
Microsoft SharePoint also known as Microsoft SharePoint Products and Technologies is a content
management system with integrated search functionality developed by Microsoft that allows users to
work in a web-based collaborative environment Microsoft provides certain built-in functionality and
third party developers can also develop custom modifications to extend functionalities
SharePoint is a collection of products and software elements that includes among a growing selection
of components web browser based collaboration functions process management modules search
modules and a document-management platform SharePoint can be used to host web sites that access
shared workspaces information stores and documents as well as host defined applications such as
wikis and blogs All users can manipulate proprietary controls called web parts or interact with
pieces of content such as lists and document libraries
10101 Background of Corporate Document Management System at MTR
In year 2008 MTR selected Microsoft SharePoint 2007 as the future document management platform
This platform became part of the infrastructure of Document Management System (DMS) for all
departments and supported the on-going document management needs of MTR Corporation
In mid 2008 the DMS platform was established by IT department in MTR The application setup and
administration work was relied on individual department In end 2008 these two pilot trials were
rolled out with satisfactory result which interested other departments to migrate their legacy system
into e-library Basically the application setup and ownership were released to individual department
The DMS consists of Document Libraries owned by various departments and working groups Please
Improving Productivity amp Sustainability Through KMS
Page 44 of 72
refer below Figure 5 for Enterprise Information Portal After clicking the DMS in Figure 5 the site
hierarchy tree of Document Libraries folders were expanded as illustrated in Figure 6
Figure 5 Figure 6
Referring to Figure 6 the Site Hierarchy Tree shows the document libraries that are available
in corresponding departmentrsquos folder The Document Libraries is a place on a site where user can
create share and update files It contains custom properties that stores metadata of files in the libraries
and also provides fine-grained security for granting access to those files The Document Libraries are
owned by various departments and working groups in the Operations Division Respective owner
possesses the autonomy to control who can access and to what extent under the Document Libraries
Due to various issues (for example some departments are not familiar with Information System setup
and not willing to take up the duties and responsibilities of being an administrator etc) the application
of SharePoint was not widely adopted in Operations Division
Improving Productivity amp Sustainability Through KMS
Page 45 of 72
10102 Use SharePoint as E-Document Library for AFC
Before 2009 SharePoint had never been applied to AFC knowledge management activities In Jan
2010 the initial set up share folder creation and the knowledge sharing activities for AFC among all
my staff had been conducted I acted as an Administrator role to govern knowledge management
activities in SharePoint Basically Administrators needed to manage the access permission and folder
structure of individual document libraries Meanwhile other working teams were encouraged to share
their knowledge and useful documents in SharePoint Before starting these activities in SharePoint the
following setup was required to arrange
10103 Created the folder structure
In the below Figure 7 the folder structure of a document library at Site Hierarchy called AFC SDT
was created AFC staff could add files to the library and other people can make changes to them
Those changes would be stored in the library at server not at their own computers And other people
could easily access the files by using a Web browser provided that they have been granted the
permissions to do so
Improving Productivity amp Sustainability Through KMS
Page 46 of 72
Figure 7 Figure 8
10104 Define Content Types
In the above Figure 8 the content type was defined which is suitable for AFC application A content
type is used to define the attributes of a document Each content type can store different attributes in
the document library and also can associate with different document library For example all
deliverable documents in a project file may require a set of attributes such as project code and project
owner By creating a project content type the required information such as project code must be
assured and the project owner will be associated with all variants of user deliverable documents for
AFC
10105 File Permission Settings
Improving Productivity amp Sustainability Through KMS
Page 47 of 72
In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
Improving Productivity amp Sustainability Through KMS
Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
Improving Productivity amp Sustainability Through KMS
Page 49 of 72
Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
Improving Productivity amp Sustainability Through KMS
Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
Improving Productivity amp Sustainability Through KMS
Page 51 of 72
Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
Improving Productivity amp Sustainability Through KMS
Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
Improving Productivity amp Sustainability Through KMS
Page 53 of 72
PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
Improving Productivity amp Sustainability Through KMS
Page 56 of 72
10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
Improving Productivity amp Sustainability Through KMS
Page 57 of 72
11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 42
Improving Productivity amp Sustainability Through KMS
Page 40 of 72
MTR Creators Yahoo Knowledge
Strength
(1) Because of existing resources
(introduced in end 2009) it is not required
to raise funding
(2) Minimum user training
(3) Just need to do the setup
customization and administrative work
(4) The web-base discussion forum can
fulfill business objectives
(1) Able to fulfill business
objectives
(2) Attractive MMI
(3) With scoring system to
encourage people to participate
(4) High degree of information
(5) Open to public
(6) No need to do setup
Weakness
(1) Limited to internal expertise
(2) Need to do the setup customization amp
administration work
Insufficient knowledge for specific
systems
Opportunities Management support in prior No cost is required
Threat
Have redundancy by means of Email or
other technologies
The answer has no guarantee
After analyzed SharePoint is selected to build web-base knowledge repositories because of no cost
and short implementation time while MTR Creators is selected to build an E-discussion forum with
the same reason More important both technologies are able to fulfill business objectives
108 Implementation Approaches
Both SharePoint and MTR Creators were not widely adopted at the beginning (mid of 2009) This
was because no expertise was willing to do the customization setup and administration work for the
Improving Productivity amp Sustainability Through KMS
Page 41 of 72
particular applications within the department In light of this these resources will be made good use
of and tried to maximize the utilization of these technologies and existing infrastructure In the
below sections setup customization and administrative works for SharePoint and MTR Creators
will be conducted The purpose is to build an E-document library and E-discussion forum to in line
with KM mechanisms
Improving Productivity amp Sustainability Through KMS
Page 42 of 72
109 Implementation Plan
Below is the project timeline In Jan 2010 all the setup and customization works for AFC had been completed In Feb 2010
application for these technologies together with other KM mechanisms had been started AFC SDT and other AFC team with a total
of about 22 staff were selected to apply the KMS for AFC In Jan 2010 a questionnaire had been sent to them to collect their needs
for AFC and their views for KMS In Jun 2010 another questionnaire had been sent to them to collect their comments after applying
the KMS for five months
November January February March April May
1 Review business context
2 Problem statement
3 Define project objective amp scope
4 Literature review
5 Data collection amp assessment
6 Implementation
7 Performance evaluation amp control
8 Submit project report
Tasks2009 2010
DescriptionJuneDecember
Improving Productivity amp Sustainability Through KMS
Page 43 of 72
1010 SharePoint
Microsoft SharePoint also known as Microsoft SharePoint Products and Technologies is a content
management system with integrated search functionality developed by Microsoft that allows users to
work in a web-based collaborative environment Microsoft provides certain built-in functionality and
third party developers can also develop custom modifications to extend functionalities
SharePoint is a collection of products and software elements that includes among a growing selection
of components web browser based collaboration functions process management modules search
modules and a document-management platform SharePoint can be used to host web sites that access
shared workspaces information stores and documents as well as host defined applications such as
wikis and blogs All users can manipulate proprietary controls called web parts or interact with
pieces of content such as lists and document libraries
10101 Background of Corporate Document Management System at MTR
In year 2008 MTR selected Microsoft SharePoint 2007 as the future document management platform
This platform became part of the infrastructure of Document Management System (DMS) for all
departments and supported the on-going document management needs of MTR Corporation
In mid 2008 the DMS platform was established by IT department in MTR The application setup and
administration work was relied on individual department In end 2008 these two pilot trials were
rolled out with satisfactory result which interested other departments to migrate their legacy system
into e-library Basically the application setup and ownership were released to individual department
The DMS consists of Document Libraries owned by various departments and working groups Please
Improving Productivity amp Sustainability Through KMS
Page 44 of 72
refer below Figure 5 for Enterprise Information Portal After clicking the DMS in Figure 5 the site
hierarchy tree of Document Libraries folders were expanded as illustrated in Figure 6
Figure 5 Figure 6
Referring to Figure 6 the Site Hierarchy Tree shows the document libraries that are available
in corresponding departmentrsquos folder The Document Libraries is a place on a site where user can
create share and update files It contains custom properties that stores metadata of files in the libraries
and also provides fine-grained security for granting access to those files The Document Libraries are
owned by various departments and working groups in the Operations Division Respective owner
possesses the autonomy to control who can access and to what extent under the Document Libraries
Due to various issues (for example some departments are not familiar with Information System setup
and not willing to take up the duties and responsibilities of being an administrator etc) the application
of SharePoint was not widely adopted in Operations Division
Improving Productivity amp Sustainability Through KMS
Page 45 of 72
10102 Use SharePoint as E-Document Library for AFC
Before 2009 SharePoint had never been applied to AFC knowledge management activities In Jan
2010 the initial set up share folder creation and the knowledge sharing activities for AFC among all
my staff had been conducted I acted as an Administrator role to govern knowledge management
activities in SharePoint Basically Administrators needed to manage the access permission and folder
structure of individual document libraries Meanwhile other working teams were encouraged to share
their knowledge and useful documents in SharePoint Before starting these activities in SharePoint the
following setup was required to arrange
10103 Created the folder structure
In the below Figure 7 the folder structure of a document library at Site Hierarchy called AFC SDT
was created AFC staff could add files to the library and other people can make changes to them
Those changes would be stored in the library at server not at their own computers And other people
could easily access the files by using a Web browser provided that they have been granted the
permissions to do so
Improving Productivity amp Sustainability Through KMS
Page 46 of 72
Figure 7 Figure 8
10104 Define Content Types
In the above Figure 8 the content type was defined which is suitable for AFC application A content
type is used to define the attributes of a document Each content type can store different attributes in
the document library and also can associate with different document library For example all
deliverable documents in a project file may require a set of attributes such as project code and project
owner By creating a project content type the required information such as project code must be
assured and the project owner will be associated with all variants of user deliverable documents for
AFC
10105 File Permission Settings
Improving Productivity amp Sustainability Through KMS
Page 47 of 72
In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
Improving Productivity amp Sustainability Through KMS
Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
Improving Productivity amp Sustainability Through KMS
Page 49 of 72
Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
Improving Productivity amp Sustainability Through KMS
Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
Improving Productivity amp Sustainability Through KMS
Page 51 of 72
Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
Improving Productivity amp Sustainability Through KMS
Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
Improving Productivity amp Sustainability Through KMS
Page 53 of 72
PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
Improving Productivity amp Sustainability Through KMS
Page 56 of 72
10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
Improving Productivity amp Sustainability Through KMS
Page 57 of 72
11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 43
Improving Productivity amp Sustainability Through KMS
Page 41 of 72
particular applications within the department In light of this these resources will be made good use
of and tried to maximize the utilization of these technologies and existing infrastructure In the
below sections setup customization and administrative works for SharePoint and MTR Creators
will be conducted The purpose is to build an E-document library and E-discussion forum to in line
with KM mechanisms
Improving Productivity amp Sustainability Through KMS
Page 42 of 72
109 Implementation Plan
Below is the project timeline In Jan 2010 all the setup and customization works for AFC had been completed In Feb 2010
application for these technologies together with other KM mechanisms had been started AFC SDT and other AFC team with a total
of about 22 staff were selected to apply the KMS for AFC In Jan 2010 a questionnaire had been sent to them to collect their needs
for AFC and their views for KMS In Jun 2010 another questionnaire had been sent to them to collect their comments after applying
the KMS for five months
November January February March April May
1 Review business context
2 Problem statement
3 Define project objective amp scope
4 Literature review
5 Data collection amp assessment
6 Implementation
7 Performance evaluation amp control
8 Submit project report
Tasks2009 2010
DescriptionJuneDecember
Improving Productivity amp Sustainability Through KMS
Page 43 of 72
1010 SharePoint
Microsoft SharePoint also known as Microsoft SharePoint Products and Technologies is a content
management system with integrated search functionality developed by Microsoft that allows users to
work in a web-based collaborative environment Microsoft provides certain built-in functionality and
third party developers can also develop custom modifications to extend functionalities
SharePoint is a collection of products and software elements that includes among a growing selection
of components web browser based collaboration functions process management modules search
modules and a document-management platform SharePoint can be used to host web sites that access
shared workspaces information stores and documents as well as host defined applications such as
wikis and blogs All users can manipulate proprietary controls called web parts or interact with
pieces of content such as lists and document libraries
10101 Background of Corporate Document Management System at MTR
In year 2008 MTR selected Microsoft SharePoint 2007 as the future document management platform
This platform became part of the infrastructure of Document Management System (DMS) for all
departments and supported the on-going document management needs of MTR Corporation
In mid 2008 the DMS platform was established by IT department in MTR The application setup and
administration work was relied on individual department In end 2008 these two pilot trials were
rolled out with satisfactory result which interested other departments to migrate their legacy system
into e-library Basically the application setup and ownership were released to individual department
The DMS consists of Document Libraries owned by various departments and working groups Please
Improving Productivity amp Sustainability Through KMS
Page 44 of 72
refer below Figure 5 for Enterprise Information Portal After clicking the DMS in Figure 5 the site
hierarchy tree of Document Libraries folders were expanded as illustrated in Figure 6
Figure 5 Figure 6
Referring to Figure 6 the Site Hierarchy Tree shows the document libraries that are available
in corresponding departmentrsquos folder The Document Libraries is a place on a site where user can
create share and update files It contains custom properties that stores metadata of files in the libraries
and also provides fine-grained security for granting access to those files The Document Libraries are
owned by various departments and working groups in the Operations Division Respective owner
possesses the autonomy to control who can access and to what extent under the Document Libraries
Due to various issues (for example some departments are not familiar with Information System setup
and not willing to take up the duties and responsibilities of being an administrator etc) the application
of SharePoint was not widely adopted in Operations Division
Improving Productivity amp Sustainability Through KMS
Page 45 of 72
10102 Use SharePoint as E-Document Library for AFC
Before 2009 SharePoint had never been applied to AFC knowledge management activities In Jan
2010 the initial set up share folder creation and the knowledge sharing activities for AFC among all
my staff had been conducted I acted as an Administrator role to govern knowledge management
activities in SharePoint Basically Administrators needed to manage the access permission and folder
structure of individual document libraries Meanwhile other working teams were encouraged to share
their knowledge and useful documents in SharePoint Before starting these activities in SharePoint the
following setup was required to arrange
10103 Created the folder structure
In the below Figure 7 the folder structure of a document library at Site Hierarchy called AFC SDT
was created AFC staff could add files to the library and other people can make changes to them
Those changes would be stored in the library at server not at their own computers And other people
could easily access the files by using a Web browser provided that they have been granted the
permissions to do so
Improving Productivity amp Sustainability Through KMS
Page 46 of 72
Figure 7 Figure 8
10104 Define Content Types
In the above Figure 8 the content type was defined which is suitable for AFC application A content
type is used to define the attributes of a document Each content type can store different attributes in
the document library and also can associate with different document library For example all
deliverable documents in a project file may require a set of attributes such as project code and project
owner By creating a project content type the required information such as project code must be
assured and the project owner will be associated with all variants of user deliverable documents for
AFC
10105 File Permission Settings
Improving Productivity amp Sustainability Through KMS
Page 47 of 72
In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
Improving Productivity amp Sustainability Through KMS
Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
Improving Productivity amp Sustainability Through KMS
Page 49 of 72
Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
Improving Productivity amp Sustainability Through KMS
Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
Improving Productivity amp Sustainability Through KMS
Page 51 of 72
Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
Improving Productivity amp Sustainability Through KMS
Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
Improving Productivity amp Sustainability Through KMS
Page 53 of 72
PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
Improving Productivity amp Sustainability Through KMS
Page 56 of 72
10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
Improving Productivity amp Sustainability Through KMS
Page 57 of 72
11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 44
Improving Productivity amp Sustainability Through KMS
Page 42 of 72
109 Implementation Plan
Below is the project timeline In Jan 2010 all the setup and customization works for AFC had been completed In Feb 2010
application for these technologies together with other KM mechanisms had been started AFC SDT and other AFC team with a total
of about 22 staff were selected to apply the KMS for AFC In Jan 2010 a questionnaire had been sent to them to collect their needs
for AFC and their views for KMS In Jun 2010 another questionnaire had been sent to them to collect their comments after applying
the KMS for five months
November January February March April May
1 Review business context
2 Problem statement
3 Define project objective amp scope
4 Literature review
5 Data collection amp assessment
6 Implementation
7 Performance evaluation amp control
8 Submit project report
Tasks2009 2010
DescriptionJuneDecember
Improving Productivity amp Sustainability Through KMS
Page 43 of 72
1010 SharePoint
Microsoft SharePoint also known as Microsoft SharePoint Products and Technologies is a content
management system with integrated search functionality developed by Microsoft that allows users to
work in a web-based collaborative environment Microsoft provides certain built-in functionality and
third party developers can also develop custom modifications to extend functionalities
SharePoint is a collection of products and software elements that includes among a growing selection
of components web browser based collaboration functions process management modules search
modules and a document-management platform SharePoint can be used to host web sites that access
shared workspaces information stores and documents as well as host defined applications such as
wikis and blogs All users can manipulate proprietary controls called web parts or interact with
pieces of content such as lists and document libraries
10101 Background of Corporate Document Management System at MTR
In year 2008 MTR selected Microsoft SharePoint 2007 as the future document management platform
This platform became part of the infrastructure of Document Management System (DMS) for all
departments and supported the on-going document management needs of MTR Corporation
In mid 2008 the DMS platform was established by IT department in MTR The application setup and
administration work was relied on individual department In end 2008 these two pilot trials were
rolled out with satisfactory result which interested other departments to migrate their legacy system
into e-library Basically the application setup and ownership were released to individual department
The DMS consists of Document Libraries owned by various departments and working groups Please
Improving Productivity amp Sustainability Through KMS
Page 44 of 72
refer below Figure 5 for Enterprise Information Portal After clicking the DMS in Figure 5 the site
hierarchy tree of Document Libraries folders were expanded as illustrated in Figure 6
Figure 5 Figure 6
Referring to Figure 6 the Site Hierarchy Tree shows the document libraries that are available
in corresponding departmentrsquos folder The Document Libraries is a place on a site where user can
create share and update files It contains custom properties that stores metadata of files in the libraries
and also provides fine-grained security for granting access to those files The Document Libraries are
owned by various departments and working groups in the Operations Division Respective owner
possesses the autonomy to control who can access and to what extent under the Document Libraries
Due to various issues (for example some departments are not familiar with Information System setup
and not willing to take up the duties and responsibilities of being an administrator etc) the application
of SharePoint was not widely adopted in Operations Division
Improving Productivity amp Sustainability Through KMS
Page 45 of 72
10102 Use SharePoint as E-Document Library for AFC
Before 2009 SharePoint had never been applied to AFC knowledge management activities In Jan
2010 the initial set up share folder creation and the knowledge sharing activities for AFC among all
my staff had been conducted I acted as an Administrator role to govern knowledge management
activities in SharePoint Basically Administrators needed to manage the access permission and folder
structure of individual document libraries Meanwhile other working teams were encouraged to share
their knowledge and useful documents in SharePoint Before starting these activities in SharePoint the
following setup was required to arrange
10103 Created the folder structure
In the below Figure 7 the folder structure of a document library at Site Hierarchy called AFC SDT
was created AFC staff could add files to the library and other people can make changes to them
Those changes would be stored in the library at server not at their own computers And other people
could easily access the files by using a Web browser provided that they have been granted the
permissions to do so
Improving Productivity amp Sustainability Through KMS
Page 46 of 72
Figure 7 Figure 8
10104 Define Content Types
In the above Figure 8 the content type was defined which is suitable for AFC application A content
type is used to define the attributes of a document Each content type can store different attributes in
the document library and also can associate with different document library For example all
deliverable documents in a project file may require a set of attributes such as project code and project
owner By creating a project content type the required information such as project code must be
assured and the project owner will be associated with all variants of user deliverable documents for
AFC
10105 File Permission Settings
Improving Productivity amp Sustainability Through KMS
Page 47 of 72
In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
Improving Productivity amp Sustainability Through KMS
Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
Improving Productivity amp Sustainability Through KMS
Page 49 of 72
Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
Improving Productivity amp Sustainability Through KMS
Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
Improving Productivity amp Sustainability Through KMS
Page 51 of 72
Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
Improving Productivity amp Sustainability Through KMS
Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
Improving Productivity amp Sustainability Through KMS
Page 53 of 72
PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
Improving Productivity amp Sustainability Through KMS
Page 56 of 72
10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
Improving Productivity amp Sustainability Through KMS
Page 57 of 72
11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 45
Improving Productivity amp Sustainability Through KMS
Page 43 of 72
1010 SharePoint
Microsoft SharePoint also known as Microsoft SharePoint Products and Technologies is a content
management system with integrated search functionality developed by Microsoft that allows users to
work in a web-based collaborative environment Microsoft provides certain built-in functionality and
third party developers can also develop custom modifications to extend functionalities
SharePoint is a collection of products and software elements that includes among a growing selection
of components web browser based collaboration functions process management modules search
modules and a document-management platform SharePoint can be used to host web sites that access
shared workspaces information stores and documents as well as host defined applications such as
wikis and blogs All users can manipulate proprietary controls called web parts or interact with
pieces of content such as lists and document libraries
10101 Background of Corporate Document Management System at MTR
In year 2008 MTR selected Microsoft SharePoint 2007 as the future document management platform
This platform became part of the infrastructure of Document Management System (DMS) for all
departments and supported the on-going document management needs of MTR Corporation
In mid 2008 the DMS platform was established by IT department in MTR The application setup and
administration work was relied on individual department In end 2008 these two pilot trials were
rolled out with satisfactory result which interested other departments to migrate their legacy system
into e-library Basically the application setup and ownership were released to individual department
The DMS consists of Document Libraries owned by various departments and working groups Please
Improving Productivity amp Sustainability Through KMS
Page 44 of 72
refer below Figure 5 for Enterprise Information Portal After clicking the DMS in Figure 5 the site
hierarchy tree of Document Libraries folders were expanded as illustrated in Figure 6
Figure 5 Figure 6
Referring to Figure 6 the Site Hierarchy Tree shows the document libraries that are available
in corresponding departmentrsquos folder The Document Libraries is a place on a site where user can
create share and update files It contains custom properties that stores metadata of files in the libraries
and also provides fine-grained security for granting access to those files The Document Libraries are
owned by various departments and working groups in the Operations Division Respective owner
possesses the autonomy to control who can access and to what extent under the Document Libraries
Due to various issues (for example some departments are not familiar with Information System setup
and not willing to take up the duties and responsibilities of being an administrator etc) the application
of SharePoint was not widely adopted in Operations Division
Improving Productivity amp Sustainability Through KMS
Page 45 of 72
10102 Use SharePoint as E-Document Library for AFC
Before 2009 SharePoint had never been applied to AFC knowledge management activities In Jan
2010 the initial set up share folder creation and the knowledge sharing activities for AFC among all
my staff had been conducted I acted as an Administrator role to govern knowledge management
activities in SharePoint Basically Administrators needed to manage the access permission and folder
structure of individual document libraries Meanwhile other working teams were encouraged to share
their knowledge and useful documents in SharePoint Before starting these activities in SharePoint the
following setup was required to arrange
10103 Created the folder structure
In the below Figure 7 the folder structure of a document library at Site Hierarchy called AFC SDT
was created AFC staff could add files to the library and other people can make changes to them
Those changes would be stored in the library at server not at their own computers And other people
could easily access the files by using a Web browser provided that they have been granted the
permissions to do so
Improving Productivity amp Sustainability Through KMS
Page 46 of 72
Figure 7 Figure 8
10104 Define Content Types
In the above Figure 8 the content type was defined which is suitable for AFC application A content
type is used to define the attributes of a document Each content type can store different attributes in
the document library and also can associate with different document library For example all
deliverable documents in a project file may require a set of attributes such as project code and project
owner By creating a project content type the required information such as project code must be
assured and the project owner will be associated with all variants of user deliverable documents for
AFC
10105 File Permission Settings
Improving Productivity amp Sustainability Through KMS
Page 47 of 72
In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
Improving Productivity amp Sustainability Through KMS
Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
Improving Productivity amp Sustainability Through KMS
Page 49 of 72
Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
Improving Productivity amp Sustainability Through KMS
Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
Improving Productivity amp Sustainability Through KMS
Page 51 of 72
Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
Improving Productivity amp Sustainability Through KMS
Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
Improving Productivity amp Sustainability Through KMS
Page 53 of 72
PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
Improving Productivity amp Sustainability Through KMS
Page 56 of 72
10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
Improving Productivity amp Sustainability Through KMS
Page 57 of 72
11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 46
Improving Productivity amp Sustainability Through KMS
Page 44 of 72
refer below Figure 5 for Enterprise Information Portal After clicking the DMS in Figure 5 the site
hierarchy tree of Document Libraries folders were expanded as illustrated in Figure 6
Figure 5 Figure 6
Referring to Figure 6 the Site Hierarchy Tree shows the document libraries that are available
in corresponding departmentrsquos folder The Document Libraries is a place on a site where user can
create share and update files It contains custom properties that stores metadata of files in the libraries
and also provides fine-grained security for granting access to those files The Document Libraries are
owned by various departments and working groups in the Operations Division Respective owner
possesses the autonomy to control who can access and to what extent under the Document Libraries
Due to various issues (for example some departments are not familiar with Information System setup
and not willing to take up the duties and responsibilities of being an administrator etc) the application
of SharePoint was not widely adopted in Operations Division
Improving Productivity amp Sustainability Through KMS
Page 45 of 72
10102 Use SharePoint as E-Document Library for AFC
Before 2009 SharePoint had never been applied to AFC knowledge management activities In Jan
2010 the initial set up share folder creation and the knowledge sharing activities for AFC among all
my staff had been conducted I acted as an Administrator role to govern knowledge management
activities in SharePoint Basically Administrators needed to manage the access permission and folder
structure of individual document libraries Meanwhile other working teams were encouraged to share
their knowledge and useful documents in SharePoint Before starting these activities in SharePoint the
following setup was required to arrange
10103 Created the folder structure
In the below Figure 7 the folder structure of a document library at Site Hierarchy called AFC SDT
was created AFC staff could add files to the library and other people can make changes to them
Those changes would be stored in the library at server not at their own computers And other people
could easily access the files by using a Web browser provided that they have been granted the
permissions to do so
Improving Productivity amp Sustainability Through KMS
Page 46 of 72
Figure 7 Figure 8
10104 Define Content Types
In the above Figure 8 the content type was defined which is suitable for AFC application A content
type is used to define the attributes of a document Each content type can store different attributes in
the document library and also can associate with different document library For example all
deliverable documents in a project file may require a set of attributes such as project code and project
owner By creating a project content type the required information such as project code must be
assured and the project owner will be associated with all variants of user deliverable documents for
AFC
10105 File Permission Settings
Improving Productivity amp Sustainability Through KMS
Page 47 of 72
In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
Improving Productivity amp Sustainability Through KMS
Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
Improving Productivity amp Sustainability Through KMS
Page 49 of 72
Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
Improving Productivity amp Sustainability Through KMS
Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
Improving Productivity amp Sustainability Through KMS
Page 51 of 72
Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
Improving Productivity amp Sustainability Through KMS
Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
Improving Productivity amp Sustainability Through KMS
Page 53 of 72
PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
Improving Productivity amp Sustainability Through KMS
Page 56 of 72
10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
Improving Productivity amp Sustainability Through KMS
Page 57 of 72
11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 47
Improving Productivity amp Sustainability Through KMS
Page 45 of 72
10102 Use SharePoint as E-Document Library for AFC
Before 2009 SharePoint had never been applied to AFC knowledge management activities In Jan
2010 the initial set up share folder creation and the knowledge sharing activities for AFC among all
my staff had been conducted I acted as an Administrator role to govern knowledge management
activities in SharePoint Basically Administrators needed to manage the access permission and folder
structure of individual document libraries Meanwhile other working teams were encouraged to share
their knowledge and useful documents in SharePoint Before starting these activities in SharePoint the
following setup was required to arrange
10103 Created the folder structure
In the below Figure 7 the folder structure of a document library at Site Hierarchy called AFC SDT
was created AFC staff could add files to the library and other people can make changes to them
Those changes would be stored in the library at server not at their own computers And other people
could easily access the files by using a Web browser provided that they have been granted the
permissions to do so
Improving Productivity amp Sustainability Through KMS
Page 46 of 72
Figure 7 Figure 8
10104 Define Content Types
In the above Figure 8 the content type was defined which is suitable for AFC application A content
type is used to define the attributes of a document Each content type can store different attributes in
the document library and also can associate with different document library For example all
deliverable documents in a project file may require a set of attributes such as project code and project
owner By creating a project content type the required information such as project code must be
assured and the project owner will be associated with all variants of user deliverable documents for
AFC
10105 File Permission Settings
Improving Productivity amp Sustainability Through KMS
Page 47 of 72
In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
Improving Productivity amp Sustainability Through KMS
Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
Improving Productivity amp Sustainability Through KMS
Page 49 of 72
Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
Improving Productivity amp Sustainability Through KMS
Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
Improving Productivity amp Sustainability Through KMS
Page 51 of 72
Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
Improving Productivity amp Sustainability Through KMS
Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
Improving Productivity amp Sustainability Through KMS
Page 53 of 72
PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
Improving Productivity amp Sustainability Through KMS
Page 56 of 72
10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
Improving Productivity amp Sustainability Through KMS
Page 57 of 72
11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 48
Improving Productivity amp Sustainability Through KMS
Page 46 of 72
Figure 7 Figure 8
10104 Define Content Types
In the above Figure 8 the content type was defined which is suitable for AFC application A content
type is used to define the attributes of a document Each content type can store different attributes in
the document library and also can associate with different document library For example all
deliverable documents in a project file may require a set of attributes such as project code and project
owner By creating a project content type the required information such as project code must be
assured and the project owner will be associated with all variants of user deliverable documents for
AFC
10105 File Permission Settings
Improving Productivity amp Sustainability Through KMS
Page 47 of 72
In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
Improving Productivity amp Sustainability Through KMS
Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
Improving Productivity amp Sustainability Through KMS
Page 49 of 72
Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
Improving Productivity amp Sustainability Through KMS
Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
Improving Productivity amp Sustainability Through KMS
Page 51 of 72
Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
Improving Productivity amp Sustainability Through KMS
Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
Improving Productivity amp Sustainability Through KMS
Page 53 of 72
PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
Improving Productivity amp Sustainability Through KMS
Page 56 of 72
10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
Improving Productivity amp Sustainability Through KMS
Page 57 of 72
11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 49
Improving Productivity amp Sustainability Through KMS
Page 47 of 72
In Figure 9 and 10 the file permission setting has been done for all staff related with AFC work In the
Document Library the file will be selected with permission set only for target audience The
permissions page will display all users and SharePoint groups and their associated permission levels
that are applied to the selected file
Figure 9 Figure 10
10106 Users and Groups Administration
In Figure 11 and 12 users and groups together with access rights have been created and granted for all
AFC staff Figure 11 shows how to add or delete user in the selected group in the Document Library
while Figure 12 shows the permission page associated with permission levels that are applied to the
selected folder which user permission will be granted
Improving Productivity amp Sustainability Through KMS
Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
Improving Productivity amp Sustainability Through KMS
Page 49 of 72
Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
Improving Productivity amp Sustainability Through KMS
Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
Improving Productivity amp Sustainability Through KMS
Page 51 of 72
Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
Improving Productivity amp Sustainability Through KMS
Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
Improving Productivity amp Sustainability Through KMS
Page 53 of 72
PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
Improving Productivity amp Sustainability Through KMS
Page 56 of 72
10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
Improving Productivity amp Sustainability Through KMS
Page 57 of 72
11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 50
Improving Productivity amp Sustainability Through KMS
Page 48 of 72
Figure 11 Figure 12
1011 Background of MTR Creators
In early 2009 management advocated learning organization and sharing culture within Operation
Division as an ongoing direction In this regard MTR Creator was established by IT Department in
mid 2009 served as an E-Discussion Forum This application was developed by IT Department and
could be selected under the Enterprise Information Portal (E-Portal) This platform served as a sharing
tool to encourage staff to share their knowledge under the E-Portal Unlike SharePoint this application
has no limitation in access Every staff can click the hyperlink to post their interesting topics for
discussion and there is no need to grant prior permission Conceptually MTR Creators is a framework
for collaborative and creative sharing which provides an interactive platform to enhance staff
capabilities and is a drive to learning innovation and sharing culture
By using web-based discussion group it encourages knowledge sharing and discovering and also
helps to transform tacit knowledge into explicit or general information into specific Examples are
shown in the below table
Improving Productivity amp Sustainability Through KMS
Page 49 of 72
Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
Improving Productivity amp Sustainability Through KMS
Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
Improving Productivity amp Sustainability Through KMS
Page 51 of 72
Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
Improving Productivity amp Sustainability Through KMS
Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
Improving Productivity amp Sustainability Through KMS
Page 53 of 72
PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
Improving Productivity amp Sustainability Through KMS
Page 56 of 72
10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
Improving Productivity amp Sustainability Through KMS
Page 57 of 72
11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 51
Improving Productivity amp Sustainability Through KMS
Page 49 of 72
Example Tacit Explicit
Repair AFC machine By hearing the abnormal sound
to determine the symptom
By following proper procedure
and drawing
Example General Specific
Isolate interface
problem
By power reset for individual
machine
By checking interface log file to
identify the root cause
10111 Use MTR Creators as E-Discussion Forum for AFC
Before 2009 the MTR Creators had never been applied for AFC knowledge sharing In Jan 2010 I
created the MMI home page and did the setup for AFC Please refer below Figures 13 and 14 for
details All staff are welcome to join as a Creator member They can post their interested topics and
contribute their views through the Discussion Forum They can also review the full collection of
discussions to learn what they needed If they found any useful documents during their discussion
they could download this document or store at the SharePoint Within the MTR Creators I acted as
Subject Matter Advisor (SMA) role and my duty is to answer the question which was posted by my
staff and other teams Meanwhile I posted my interested topic to encourage knowledge sharing
activities among AFC staff Before starting the activities at MTR Creator I needed to do the following
setup
10112 Creating the MMI for AFC
In below Figure 13 and 14 I created the MMI and defined the content types and library zone which
are suitable for AFC application Additionally I uploaded concerned photos to facilitate equipment
identification and information search function in the MTR Creator In this E-Discussion platform any
Improving Productivity amp Sustainability Through KMS
Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
Improving Productivity amp Sustainability Through KMS
Page 51 of 72
Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
Improving Productivity amp Sustainability Through KMS
Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
Improving Productivity amp Sustainability Through KMS
Page 53 of 72
PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
Improving Productivity amp Sustainability Through KMS
Page 56 of 72
10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
Improving Productivity amp Sustainability Through KMS
Page 57 of 72
11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 52
Improving Productivity amp Sustainability Through KMS
Page 50 of 72
staff could easily access their interested topic by using a Web browser and there is no permission
limitation for them
Figure 13 Figure 14
10113 Establish of Subject Matter Advisor (SMA) Group
In the below Figure 15 I was appointed as SMA and my duty is to answer questions for AFC which
was posted by my staff and other AFC team members More important I invited other expertise to
enlarge the SMA group My intention was to provide quality feedback to questioners In long run they
will feel that this setup is useful and beneficial to their work They will enjoy to post and share
knowledge in MTR Creators because they cannot find other ways (for example Wiki Yahoo
knowledge sharing etc) to share AFC knowledge Referring to the below Figure 15 I invited an
expertise from Revenue Section to join the SMA Referring to below Figure 16 staff posted their
interested topic to share the view from SMA
Improving Productivity amp Sustainability Through KMS
Page 51 of 72
Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
Improving Productivity amp Sustainability Through KMS
Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
Improving Productivity amp Sustainability Through KMS
Page 53 of 72
PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
Improving Productivity amp Sustainability Through KMS
Page 56 of 72
10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
Improving Productivity amp Sustainability Through KMS
Page 57 of 72
11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 53
Improving Productivity amp Sustainability Through KMS
Page 51 of 72
Figure 15 Figure 16
1012 Knowledge Management Mechanisms
10121 Mechanisms
Knowledge management mechanisms are organizational or structural means used to promote
knowledge management The aim is to achieve synergy effect in between technologies (SharePoint
and MTR Creators) and their works The mechanisms include the following items
- Table top exercise (as a means of transferring tacit knowledge through exercise and storytelling)
- cross-project learning (conduct Work Improvement Team project)
- after action reviews (as a means of sharing lesson learnt)
- knowledge mapping (a map of knowledge repositories within a department accessible by all)
- communities of practice (a group of staff who share an interest a craft andor a profession)
- build expert directories (to enable knowledge seeker to reach the experts)
Improving Productivity amp Sustainability Through KMS
Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
Improving Productivity amp Sustainability Through KMS
Page 53 of 72
PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
Improving Productivity amp Sustainability Through KMS
Page 56 of 72
10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
Improving Productivity amp Sustainability Through KMS
Page 57 of 72
11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 54
Improving Productivity amp Sustainability Through KMS
Page 52 of 72
- best practice transfer (as a means of sharing Best Practices during regular meetings)
- conduct competence management (systematic evaluation and planning of competences of
individual organization members)
- proximity and architecture (the physical situation of employees shall be conducive rather than
obstructive for knowledge sharing)
- master-apprentice relationship (by means of cross line attachment programme)
- measuring and reporting intellectual capital (making explicit knowledge for companies by
means of uploading documents to SharePoint)
In Dec 2009 I designed a Work Plan (refer Appendix 4) for AFC SDT The Work Plan had defined
the scope of work for them Please refer below table for task assigned to AFC working team in which
their tasks are linked with the knowledge management mechanisms
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp
analysis different hints to build another
view to support troubleshooting Eg
1 Analysis failure trend and propose
improvement actions
2 Utilize of knowledge embedded in
procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault
record
- Modify or develop Work Instruction
(WI) in case of necessary
Improving Productivity amp Sustainability Through KMS
Page 53 of 72
PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
Improving Productivity amp Sustainability Through KMS
Page 56 of 72
10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
Improving Productivity amp Sustainability Through KMS
Page 57 of 72
11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 55
Improving Productivity amp Sustainability Through KMS
Page 53 of 72
PMOH Reviewestablish maintenance procedures
for routine work
Modify or develop PMOH WI in case of
necessary
Cross line
attachment
Job rotation across department on-the-job
training learn by doing learnt by
observation and meeting
Conduct meeting with mentor in every
two weeks
1 To share procedures best practices and
lessons learned for AFC
2 Reuse of new procedures to support
troubleshooting
During job attachment each team member
need to collect and analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo
knowledge into procedures in centralize
electronic document system
2 Convert AFC knowledge into explicit
forms such as words or power point
During job attachment each member
needs to conduct case study for all
equipment types Please refer Attachment
A for detail Each member needs to
- Conduct presentation to mentors in
every 6 months
- Submit presentation materials to enrich
centralize electronic document system
10122 Why Motivation in Addition to KM
At the beginning of implementation and operations the degree of information at the E-document
library and E-discussion forum are not rich Besides staff may be reluctant to use the new systems
probably due to resistance of change no time or interest For this reason it is required to entice all key
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
Improving Productivity amp Sustainability Through KMS
Page 56 of 72
10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
Improving Productivity amp Sustainability Through KMS
Page 57 of 72
11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 56
Improving Productivity amp Sustainability Through KMS
Page 54 of 72
stakeholders to use the systems at the beginning until the E-document library accumulated significant
useful documents and they get used to exchange information in the E-discussion forum A short win at
the beginning is important At this point staff may found that heshe can find a lot of AFC knowledge
over there More important there is no alternative way to fulfill this because of specific knowledge in
proprietary system Once they find it useful they will keep using these systems automatically In
contrast to a low informative systems it may be less attractive to staff As a result the new systems
may easily fade out Therefore it is a necessity to encourage staff to participate before during and
after KM implementation
Some staff may afraid of being redundant when his or her knowledge are known or shared with others
The reason is due to physiological needs hence job security must be satisfied before they feel
comfortable to share and discuss AFC matters within the community In this regard it is necessary to
conduct more communication with staff through formal or informal channels The aim is to let staff to
understand the goal setting of KM which is beneficial to their work staff development and the
corporationrsquos growth and survival Moreover KM involves personal development that individual can
equip oneself for better performance of current duties and prepare for future tasks This will also be
advantageous for promotion
Due to cultural difference Western style staff tends to be more open-minded and willing to share and
accept different views Conversely Chinese staff are comparatively conservative and intend to keep the
knowledge in their mind as personal asset In case of necessity (because they eventually need
supporting staff and succession plan etc) they prefer mentoring scheme to conduct knowledge transfer
To deal with this kind of people it is suggested to let them have a trial of KM and experience how the
new approaches are beneficial to them KM programs can yield impressive benefits to individuals and
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
Improving Productivity amp Sustainability Through KMS
Page 56 of 72
10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
Improving Productivity amp Sustainability Through KMS
Page 57 of 72
11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 57
Improving Productivity amp Sustainability Through KMS
Page 55 of 72
organizations if they are purposeful concrete and action-oriented Once staff found that KM is useful
for them or once the habit of contributing sharing and accessing knowledge is instilled
incentivesmotivation techniques are no longer required
10123 Motivation in Action
Motivation and incentives are essential to accelerate the learning process and to drive cultural change
especially at the initial stage The implementation can be done by means of Management by
Objectives (MBO) through the below processes
Planning (referring to above 10121 the goal setting was achieved by clearly defining the job
specification)
Motivating (extrinsic motivation by means of rewards while intrinsic motivation by means of
releasing their concern on job security and redesigning work to make it more motivating)
Evaluating (during regular meetings and Annual Performance Appraisal)
Rewarding (link to scoring scheme for salary increment)
10124 Job Design
Referring to above Item 10121 job specifications are designed to let staff to experience
meaningfulness through skill variety task identity andor task significance For example staff needs
to analyze different hints to build other views to support troubleshooting to analyze failure trend and
to propose improvement actions etc In such a way staff can be motivated by redesigning the work
according to Job Characteristics Model
Improving Productivity amp Sustainability Through KMS
Page 56 of 72
10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
Improving Productivity amp Sustainability Through KMS
Page 57 of 72
11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 58
Improving Productivity amp Sustainability Through KMS
Page 56 of 72
10125 Evaluating and Rewarding
The manager meets individual staff to develop and agree on employee objectives for the coming year
These objectives involved KM activities mentioned in the above Item 10121 and the job performance
are reviewed during the Annual Performance Appraisal Incentives include making content submission
mandatory and incorporating rewards into appraisal in scoring schemes of which the scores will affect
the percentage of salary increment
In the below table it was an example which was extracted from the Annual Performance Appraisal
Form In this example Mr Leung was appreciated by his professional in AFC and willing to share his
knowledge with others and he also uploaded his knowledge to SharePoint as intellectual capital for the
department I shown my appreciation of him and formally documented in the appraisal record As a
result Mr Leung was motivated and encouraged in KM activities
Comment from
Appraiser
Resource User
Mr Leung is an experienced staff with high proficiency in AFC He could
demonstrate himself to share AFC knowledge to other colleagues and
maintenance Contractor He maintained a document library in SharePoint
for the new equipment setup in Airport Express Line
Improving Productivity amp Sustainability Through KMS
Page 57 of 72
11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 59
Improving Productivity amp Sustainability Through KMS
Page 57 of 72
11 Performance Evaluation amp Control
111 Aim and Objectives of the Research before Applying the KM
The aim of this research is to identify the areas of concern for those staff who are working for AFC
and seeking their view before applying KM The objectives of the research are to obtain data on
the affected areas and views from major stakeholders After applying KM another survey will be
carried out to evaluate the performance and subsequent fine tuning The second survey will be
executed to evaluate the achievement of objectives and benefits of KM The result will be used to
compare the performance before applying KM
1111 Research Method
Questionnaire is used to conduct this research The questionnaire consists of a set of questions
presented to respondents in order to collect the primary data Closed-end questions are designed to
make it simple and easier for respondent to interpret and reply This method is considered more
effective in obtaining standardised results
1112 Questionnaire
Questionnaire (refer Appendix 2) was sent to respondents in Jan 2010 The research of obtaining
primary data was conducted in the form of self-administered questionnaires In order to understand
their areas of concern the below areas would form the basis to the primary research
- Familiarization level for each kind of AFC equipment
- Training need analysis
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 60
Improving Productivity amp Sustainability Through KMS
Page 58 of 72
- Specific requirement for equipment knowledge
- Prefer mechanisms technologies to be incorporated with knowledge management
1113 Data Source and Response
A sample of 22 staff was selected from two working teams of AFC The low sample size was due
to small scale of AFC maintenance and technical support staff The questionnaire was sent and
collected by Email A high response rate of primary research activities was anticipated mainly due
to same department and good relationship It was therefore recorded that 100 of the 22
questionnaire were returned
1114 Data Analysis
Primary data was collected from the questionnaire After analyzed 60 of staff are not familiar
with half of the AFC equipments Respondent requested more in-depth trainings which are
irrelative to operations maintenance and technical support Respondent wanted to acquire more
knowledge for new design and software development probably due to career development and
their own interests
The last question is designed to allow respondents to supplement what KM
mechanismstechnologies they preferred to enhance sharing creation capture and reuse of AFC
knowledge As this is an open-end question respondents can feedback their comment freely
After analyzed 17 respondents equal to 77 had no idea and 5 respondents replied their
suggestions as listed below
- Central E-document library
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 61
Improving Productivity amp Sustainability Through KMS
Page 59 of 72
- Collaborative software like Yahoo knowledge chat room etc
- Web-based technologies
- More technical forum
- More technical training
For these five respondents interviews or informal chatting had been conducted The aim was to
understand the details and see whether they were aware of the recent change in Corporate E-Portal
since IT Department had launched the SharePoint and MTR Creators in 2008 and 2009
respectively Two out of five respondents replied that they did not aware of the change and the
remaining three replied that they did not know how to use probably due to the lack of
communication promotion and product customization It was proved that the data retrieved from
questionnaire were sufficient to reflect the presence and the requirements of major stakeholders
before applying KM in AFC The results reveal the areas of concern in suggestion of technologies
and mechanisms
112 Performance Evaluation amp Control after Applying the KM
The aim of this survey is to evaluate the performance achievement of objectives as well as the
benefits of KM which can provide a full view of AFC KM The result will be used to compare the
performance after applying KM and subsequent fine tuning
1121 Survey Method
The survey was conducted by means of questionnaire The questionnaire consisted of a set of
questions which presented to respondents in order to collect the primary data Closed-end
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 62
Improving Productivity amp Sustainability Through KMS
Page 60 of 72
questions were designed to make it simple and easier for respondent to interpret and reply This
method is considered more effective in obtaining standardised results
1122 Questionnaire Data Source and Response
A sample of 22 staff was selected from two working teams In June 2010 the questionnaire (refer
Appendix 3) was sent to respondents and collected by Email Total 22 questionnaires had been
sent and 100 response was received The survey of obtaining primary data is conducted in the
form of self-administered questionnaires In order to understand their areas of concern the below
areas would form the basis to the primary research
- Effective and efficiency of KM mechanisms and technologies
- People related
- Processes related
- Product related
- Overall Performance
1123 Data Analysis
Total 22 questionnaires were returned After analyzed the distribution by different aspects of
benefits is shown in the following table (Refer to Question 1 to Question 2 of the Questionnaire)
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Effectiveness and efficiency of KMS
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 63
Improving Productivity amp Sustainability Through KMS
Page 61 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
Mechanisms improves knowledge discovery
capture sharing and application
21 955
SharePoint improves knowledge capture sharing
and application
19 864
MTR Creator improves knowledge discovery and
sharing
15 682
People related
Facilitate employee learning 16 727
Causes employees to become more flexible 15 682
Enhances employeersquos job satisfaction 14 636
Process related
KM enables improvements in organizational
processes
18 818
KM improves the effectiveness and efficiency 17 773
KM facilitates the process in a creative and novel
fashion
14 636
Product related
KM helps organizations offer new products or
improved products that provide a significant
additional value as compared with previous AFC
15 682
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 64
Improving Productivity amp Sustainability Through KMS
Page 62 of 72
Distribution of the 22 staff by Benefits
Different aspects
No of
respondents
of
respondents
system
KM also benefits organizations in value-added
products due to the effect the latter has on
organizational process innovation
12 545
KM can have a significant impact on product that
are knowledge based like those in consulting
software development system design etc
13 591
Overall Performance and Business Objectives
KM maintains the key knowledge for AFC 19 864
KM ensures no operations impact during outsource
of AFC maintenance service
17 773
KM ensures no operations impact during new
project or new stationline opening
15 682
KM significantly improves overall productivity and
sustainability for AFC
17 773
Referring to the above table it proved that higher percentage of respondents agreed that the KM
mechanisms and technologies improved sharing capture and knowledge reuse in AFC The overall
performance is satisfactory and all business objectives could be achieved For the aspect of
ldquoEffectiveness and Efficiency of KMSrdquo MTR Creators has relatively low percentage to be agreed
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 65
Improving Productivity amp Sustainability Through KMS
Page 63 of 72
by respondents probably due to other issue In this regard I selected 6 respondents to conduct
informal chatting to understand the details Most of them commented that the MTR Creators have
no specific feature to attract them to use Meanwhile they though that Email and other similar
software (eg Yahoo knowledge etc) can also fulfil part of their requirements
1124 Qualitative Analysis
Besides qualitative measures were used by means of measuring of the number of messages in
MTR Creators and documents uploaded to SharePoint The measurement of the messages and
number of making explicit knowledge for companies through uploading documents to SharePoint
are as below
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Procedures 32 Feb-2010 17
Learned from on-job-training 7 Mar-2010 14
Best practices 4 Apr-2010 15
Incident report 6 May-2010 18
Near miss case report 1 Total 64
Lessons learned 3 Average 16
Improvement proposals 3
Drill exercise reports 2
Official training manual 8
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 66
Improving Productivity amp Sustainability Through KMS
Page 64 of 72
Number of intellectual capital uploaded to
SharePoint
Number of messages posted to
MTR Creators
Equipment manual from new design system 12
Seminars 3
Technical Forum 3
Total 84
Referring to the above table numbers of document were uploaded to SharePoint from Feb 2010 to
May 2010 On the other hand the average numbers of messages posted to MTR Creators are 16
The utilization rate is not very high but still normal
113 Control and Fine Tuning for MTR Creators
Therefore I conducted a comparison with similar products The aim of this comparison is to
identify the areas of improvement for MTR Creator for my application The following table shows
the comparison between MTR Creator Internal Email and Yahoo knowledge
MTR Creators Internal Email Yahoo knowledge
Participants Login with real
name amp title
Login with name amp title Alias anonym
Accessibility Limit to internal
staff
Limit to specific group of
staff (eg expert of special
equipment) for discussion
Open to public
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 67
Improving Productivity amp Sustainability Through KMS
Page 65 of 72
MTR Creators Internal Email Yahoo knowledge
Scoring System No membership
scoring scheme to
motivate
participation
No scoring scheme to
motivate participation
Scoring scheme is
applied to upgrade the
participants to higher
level once the solution
helps the questioner
Degree of
Informative
Low because of the
maturity of the
system
Medium subject to target
recipients
High due to numerous
participants
Publicity Low because staff
are not aware of the
system
High due to commonly
use by staff
High due to well-
established
1131 Analysis
Referring to the above table Email can be excluded I conduct further comparison on strength and
weakness for MTR Creators and Yahoo Knowledge as below
1132 MTR Creators
As participants need to disclose their names and titles to respond to their superiors during
knowledge sharing it may be easily misused as a tool for apple-polishing in an attempt to win
attention from their superiors
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 68
Improving Productivity amp Sustainability Through KMS
Page 66 of 72
MTR Creator efforts typically focus on sharing of experience which overlaps with Email It may
be distinguished from that by a greater focus on the management of knowledge as a strategic asset
and a focus on encouraging the sharing of knowledge
1133 Yahoo Knowledge
Yahoo is a famous search engine which is commonly used Information can be uploaded or
downloaded by different users all over the world As a result the database is big enough and
informative The search engine is powerful and user friendly which can tempt userrsquos trial Besides
interesting MMI attracts users to surf the web As aliasanonym is applied participants are brave to
respondpost It helps to encourage participants to share their knowledge on-line Solution with
high hit rating will be treated as valuable knowledge
1134 Recommendation
After analyzed the improvement areas can be summarized as below
- Use alias anonym instead of real name
- Establish scoring scheme to encourage staff to participate
- More promotion
- Attractive MMI
Once staff found that MTR Creators is useful for them or once the habit of contributing sharing
and accessing knowledge is instilled the E-discussion forum will grow up and the degree of useful
information will be increased
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 69
Improving Productivity amp Sustainability Through KMS
Page 67 of 72
12 Conclusion
There are many successful cases of application such as in Signaling and Safety amp Quality
Departments in precedence in MTR Management did aware of the importance of KM and is willing
to allocate resources to integrate strategy and advice regarding KM to departments In this context
KM efforts are often as a part of their business strategy information technology and human
resource management The SharePoint and MTR Creators had been launched in Q3 of 2008 and in
the end 2009 respectively Due to the lack of promotion and difficulties of IT setup the deployment
is slow and utilization rate is low
Thus I tried to make use of these resources and existing infrastructures I did the setup
customization and administrative work for AFC This project had implemented two web-based
products ie E-document library and E-discussion forum in line with KM mechanisms and both
combined to have synergy effect As a result these KM efforts assist individuals and groups to share
valuable organizational insights to reduce redundant work to reduce training time for new
employees to retain intellectual capital as employees turnover in an organization and to become
more adaptive to changing environments and markets
In this project knowledge management efforts focus on business objectives such as maintain key
knowledge for AFC ensure no operations impact during outsource of AFC maintenance service and
ensure no operations impact during new project or new stationline opening According to the
performance evaluation results all business objectives could be achieved Besides KM improved
productivity sustainability performance competitive advantage innovation the sharing of lessons
learned integration and continuous improvement of the organization
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 70
Improving Productivity amp Sustainability Through KMS
Page 68 of 72
In conclusion organization can enjoy benefits from better KM resulting from an explicit focus on
organizational knowledge as a strategic resource in order to build organizational capabilities in
improving customer service faster problem solving and more rapid adaptation to market or
environmental changes
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 71
Improving Productivity amp Sustainability Through KMS
Page 69 of 72
Appendix 1 - Reference
1 Stephen P Robbins and Mary Coulter (2005) Management Pearson Prentice Hall
2 Becerra-Fernandez Avelino Gonzalez and Rajiv Sabherwal (2004) Knowledge
Management (Challenges Solutions and Technologies) Pearson Prentice Hall
3 Nonaka Ikujiro (1991) The knowledge creating company Harvard Business Review 69
(6 Nov-Dec) 96ndash104
4 Wright Kirby (2005) Personal knowledge management supporting individual knowledge
worker performance Knowledge Management Research and Practice 3 (3) 156ndash165
doi101057palgravekmrp8500061
5 Morey Daryl Maybury Mark Thuraisingham Bhavani (2002) Knowledge Management
Classic and Contemporary Works Cambridge MIT Press p 451
httpmitpressmiteducatalogitemdefaultaspttype=2amptid=8987
6 Karl Wiig (2004) People- Focused Knowledge Management retrieved from
httpwwwbizsumcom2pageb_People-FocusedKnowledgeManagementphp [Accessed
on 28 November 2009]
7 Gary Johns Alan MSaks (2008) Organizational Behaviour Pearson Prentice Hall
8 httpenwikipediaorgwikiKnowledge_management [access on 8 July 2010]
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 72
Improving Productivity amp Sustainability Through KMS
Page 70 of 72
Appendix 2 ndash Questionnaire for AFC Equipment Knowledge
Not Familiar
Please tick as appropriate 1 2 3 4 5 Yes No
ATampDGate (DRLMERGAEL and TCL CTS)
TIM (NGTIMAELTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD AEL AD)
OCP (POS600POS662)
SAS (Ultra 60)
MPR (URL MPRTKE MPR)
TKLGate (MERG)
TIM (NGTIM)
AVM (Mini-AVM)
AD (Mini AD)
OCP (POS662)
SAS (Ultra 60)
MPR (TKE MPR)
WRLGate (Thales)
TIM (TVM)
AVM (Ascom AVM)
OTP
SAC
PNP
MPP
URLGate (CGACWDCTSMERGKMLThales)
TIM (NGTIM)
AVM (Mini-AVMURL AVM)
AD (Mini AD)
OCP (POS662)
SAS (SUN Fire V240)
MPR (URL MPR)
ERLGate (TripodThales)
TIM (TVM)
AVM (Ascom AVMERG AVM)
OTP
SAC
PNP
MPP
LRLGate (PCP)
TIM (Autelca TVM Cubic TVM)
AVM (ERG AVM)
OCP (OTP)
SAS (SDC)
Name Staff ID Date
What knowledge is
needed for training
course
Please write your
requirement in
below dotted line
Attended
Training at
OTD
Familiar
Please write your
recommendation in
below dotted line
What mechanisms
technologies are needed
to getshare the
knowledge
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 73
Improving Productivity amp Sustainability Through KMS
Page 71 of 72
Appendix 3 - Questionnaire for Performance Evaluation
For below mechanisms and technologies for AFC please tick as appropriate for the below questions
Mechanisms Technologies
(1) Learning by doing observation face-to-face meetings professional training mentoring programs and on-the-job training
(2) Capture and transfer of expertsrsquo knowledge into procedures and stores into SharePoint
(3) To transform tacit into explicit and general into specific knowledge (4) Through SharePoint amp Creators to share experience case study
improvement proposals training material drill exercise report procedures best practices and lessons learned
(5) To reuse useful knowledge documents stored in SharePoint
(1) Apply SharePoint as web-based document-management system to share capture stores and reuse useful knowledge documents
(2) Apply MTR Creators (web-
based discussion groups) to share knowledge for AFC
1 The above mechanisms and technologies benefits to your work
The mechanisms improves knowledge discovery capture sharing and application
SharePoint improves the effectiveness efficiency for capture sharing amp application
MTR Creators improves the effectiveness efficiency for knowledge discovery amp sharing
2 The above mechanisms and technologies benefits to the below areas
1 People related
KM facilitates employee learning
KM causes employees to become more flexible
KM enhances employeersquos job satisfaction
2 Processes related
KM enables improvements in organizational processes
KM improves the effectiveness and efficiency
KM facilitates the process in a creative and novel fashion
3 Product related
KM helps organizations offer new products or improved products that provide a
significant additional value as compared with previous AFC system
KM also benefits organizations in value-added products due to the effect the latter
has on organizational process innovation
KM can have a significant impact on product that are knowledge based like those in
consulting software development system design etc
4 Overall Performance
KM maintains the key knowledge for AFC
KM ensures no operations impact during outsource of AFC maintenance service
KM ensures no operations impact during new project or new stationline opening
KM significantly improves overall productivity and sustainability for AFC
Other comment (if any)
Personal information (The information provided is only used for this survey and will not be disclosed)
NameTitle
Telephone No
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 74
Improving Productivity amp Sustainability Through KMS
Page 72 of 72
Appendix 4 - AFC Special Duty Team (AFCSDT) Work Plan
AFC Special Duty Team (AFCSDT)
Work Plan
Prepare by
Calvin Lau MSE-ATampD
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 75
AFCSDT Work Plan
Table of Content
1 Objective 1
2 Timeframe for Establishment of the AFCSDT 1
3 Training and Development 1
4 Reporting 1
5 Main Tasks 2
6 Working arrangement 2
7 Relationship with SMT and Contractor 3
8 Individual Task 4
Attachment A ndash Cross Line Attachment Programme 5
Attachment B ndash Case Study for Cross Line Attachment 6
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 76
AFCSDT Work Plan
28 Dec 2009 Page 1 of 6
1 Objective
AFC SDT is formed in order to excel the maintenance of AFC equipment and
system in MTR and to train up new SMT members that will be recruited in next
few years due to staff retirement and network expansion
2 Timeframe for Establishment of the AFCSDT
One SMT staff of Senior Technician or Technician grade will be selected from
each of the following line to join the AFCSDT The timeframe is as follows
Line Commencement date Name
WRL Jan 2010
ERL Jan 2010
ATampD Feb 2010
TKL Feb 2010
URL March 2010
LRL March 2010
3 Training and Development
Staff will be arranged to attend AFC training courses at OTD for other
equipment systems and other related supervisory courses
Staff will also be arranged cross-line job attachment to familiarize with other
equipment systems
4 Reporting
Each staff will rotate to work at every line for three months and under the
supervision of mentors The mentors are as follows
Line Mentors
WRL amp LRL
ERL amp MOL
URL
ATampD
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 77
AFCSDT Work Plan
28 Dec 2009 Page 2 of 6
5 Main Tasks
Assist to supervise and monitor the performance of Maintenance Business
Partner through conducting random site inspection safety system activity
audits
Assist in major AFC incident recovery and implementation of follow up
actions including software downloading
Assist in system upgrading works to coordinate and monitor station trial and
roll out (eg implementation of SJSC URL gate GAK Board Replacement
etc)
Assist to carry out technical investigation failure trend analysis asset
condition survey RCM amp etc
Assist to conduct AFC related training and coaching to both in-house staff
and business partner
Highlight and share lessons learnt from past incident and assist in
implementation of improvement actions best practice with SMT and
business partner
Facilitate development review of maintenance amp technical documents WI
local instructions etc
Coordinate SMT and business partner to conduct drills and exercises
Participate in AFC related WIT and other staff functions activities
6 Working arrangement
AFCSDT will be assigned to work for different lines (cross-line attachment) under
respective line MSE-AFC supervision However special and ad hoc arrangement
will also be made to provide assistance in incident recovery technical
investigation and implementation of system upgrading works
AFCSDT will work in normal office hour AFCSDT shall follow the working
hours to be agreed with mentors However AFCSDT may also be arranged to
work in special hours when needed
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 78
AFCSDT Work Plan
28 Dec 2009 Page 3 of 6
7 Relationship with SMT and Contractor
AFCSDT is not responsible for site equipment failure rectification AFCSDT will
assist in diagnostic and performing technical investigation and follow-up of
remedial and improvement works
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 79
AFCSDT Work Plan
28 Dec 2009 Page 4 of 6
8 Individual Task
Apart from the roles and responsibility mentioned in section 5 each member will be assigned individual task during cross line job attachment
programme Please refer Attachment A B and below table for details
Job nature Mechanisms Individual task to be assigned
CM Search existing fault record to combine amp analysis different hints
to build another view to support troubleshooting Eg
1 Analysis failure trend and propose improvement actions
2 Utilize of knowledge embedded in procedures that guide future
troubleshooting
- Analysis EAMS and contractor fault record
- Modify or develop WI in case of necessary
PMOH Reviewestablish maintenance procedures for routine work
Modify or develop PMOH WI in case of necessary
Cross line
attachment
Job rotation across department on-the-job training learn by doing
learnt by observation and meeting
Conduct meeting with mentor in every two weeks
3 To share procedures best practices and lessons learned for
AFC
4 Reuse of new procedures to support troubleshooting
During job attachment each team member need to collect and
analysis
- All concerned procedure
- All major investigation reports
- Improvement initiative
1 Capture and transfer of expertsrsquo knowledge into procedures in
centralize electronic document system
2 Convert AFC knowledge into explicit forms such as words or
power point
During job attachment each member needs to conduct case
study for all equipment types Please refer Attachment A for
detail Each member needs to
- Conduct presentation to mentors in every 6 months
- Submit presentation materials to enrich centralize electronic
document system
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 80
AFCSDT Work Plan
28 Dec 2009 Page 5 of 6
Attachment A ndash Cross Line Attachment Programme
YearMonth
(URL Tech)
(TKL Sr Tech)
(WRL Sr Tech)
(ERL Tech)
(ATampD Tradesman)
TBC
Working Hours 0830-1754 (42 hours per 5-day week)
Lunch Hours 1200-1300
Note = Familiarization at TSY office
WRL TKL LRL ATampD
Name Mar
1-2
EAL amp MOL
Nov Dec
Year 2010 Year 2011
Jan Feb Mar Apr May Jul Aug Sep Oct 3 - 31
Apr May Jun
ATampD
EAL amp MOL TKL
URL - KTL2 ATampD
ATampD
WRL EAL amp MOL LRL
LRL
LRL
EAL amp MOL
LRL
LRL
URL - KTL1
URL - TWL3
URL - TWL2
ATampD WRL
WRL
TKL
ATampD TKL WRL
EAL amp MOL
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR
Page 81
AFCSDT Work Plan
28 Dec 2009 Page 6 of 6
Attachment B ndash Case Study for Cross Line Attachment
The presentation material shall be included but not limited to below items
1) Brief equipment overview
2) Brief CM PM amp OH activities
3) SRN workflow how to mitigate problem amp contingency fallback
4) Key take away
ATampD TKL WRL URL ERL LRL
Gate KML
MERG
CTS
MERG Thales KML
MERG
CTS
CGA
CWD
Tripod
Thales
PCP
TIM TIM
AELTIM
TIM TVM TIM TVM Autelca
TVM
Cubic
TVM
AVM Mini
AVM
AVM
Mini
AVM
Ascom
AVM
AVM
Mini
AVM
Ascom
AVM
ERG
AVM
ERG
AVM
AD Mini AD
AEL AD
Mini AD Mini AD
OCP POS600
POS662
POS662 OTP POS662 OTP OTP
SAS Ultra 60 Ultra 60 SAC SUN Fire
V240
SAC SDC
MPR URL MPR
TKL
MPR
TKL MPR URL
MPR