2006-06-13 kScan Knowledge Management Assessment Theoretical Model and Experiences of Theoretical Model and Experiences of application in application in SMEs SMEs Erich Hartlieb, Josef Tuppinger, Karl Ritsch, Reinhard Willfort
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2006-06-13
kScan Knowledge Management AssessmentTheoretical Model and Experiences of Theoretical Model and Experiences of application in application in SMEsSMEs
Erich Hartlieb, Josef Tuppinger, Karl Ritsch, Reinhard Willfort
2© 2006 ISN
Content
§§ IntroductionIntroduction
§§ The The kScankScan®® ToolTool
§§ Results and ExperiencesResults and Experiences
§§ Categorization of Categorization of SMEsSMEs from an KMfrom an KM--Point of ViewPoint of View
§§ ConclusionsConclusions
3© 2006 ISN
Challenge „Knowledge Work Management“
““The crucial question in knowledge worker productivity The crucial question in knowledge worker productivity is: What is the task?is: What is the task?
In manual work, the key question is always: How In manual work, the key question is always: How should the work be done? should the work be done? In manual work, the In manual work, the task is always giventask is always given. .
Again, in knowledge work the key question is: What is Again, in knowledge work the key question is: What is the task? One reason for this is that the task? One reason for this is that knowledge knowledge work, unlike manual work, does not program work, unlike manual work, does not program the workerthe worker.”.”
(Peter Drucker, 2000)
4© 2006 ISN
Why Knowledge Management Assessment?
§§ You should know where to start!You should know where to start!
Pilot Project
InformationMotivation
Analysis
DesignInstitutio-nalisation
Evaluation
§ Strategy§ Impetus
§ Set goals§ Kick off
§ Tasks§ Knowledge
content
§ Find Solutions§ Implementation
Hartlieb, E.; Ritsch, K.; Tuppinger, J.; Willfort, R. u.a.: An Illustrated Guide to Knowledge Management, Graz 2003
§ Follow on projects§ Diffusion
§ Assessment§ Steering
5© 2006 ISN
Project Overview
§§ 2004/2005: 2004/2005: 10 10 SMEsSMEs
§§ 2006: 2006: 15 15 SMEsSMEs
ProjectPlanningProject
Planning
01/2006 12/2006
End ofProjectEnd ofProject
TrainingsTrainings
AssessmentsAssessments
• 2 days• 1-2 employees/SME
• 1 day• 3-5 employees/SME
Pilot ProjectsPilot Projects
• Project Mgmt. by the enterprise• Project team• 3-5 Workshops
E.o.E.E.o.E. E.o.E.E.o.E.
6© 2006 ISN
The kScan Domains
Wissensebene
Datenebene
Wertschöpfungsprozess
Kun
deK
unde
Kun
deK
unde
Organisation
Umfeld1
5
4
3
2
Anwenden/Lernen
Dokumentation/Information
Handlungsebene
Knowledge Level
Data Level
Business process
Kun
deC
usto
mer
Kun
de
Organisation
Environment1
5
4
3
2
Application/Learning
Documentation/Information
Action Level
Cus
tom
er
Hartlieb, E.; Ritsch, K.; Tuppinger, J.; Willfort, R. u.a.:Praxishandbuch Wissensmanagement Teil 3 – Wissen erfolgreich nutzen – jetzt und in der Zukunft, Graz 2005
7© 2006 ISN
Application of kScan
§§ Definition of the range of the assessmentDefinition of the range of the assessment§ e.g.: a single department or the whole enterprise?
§§ Setup of an assessment teamSetup of an assessment team§ People who are able to provide information according to the five domains
§§ Execution of partly standardized interviewsExecution of partly standardized interviews§ Seven „questions“ for each domain§ Actual situation and target state§ Qualitative aspects
§§ Evaluation and preparation of the data raised Evaluation and preparation of the data raised § Visualisation and interpretation
§§ Presentation of the assessment results and definition of furtherPresentation of the assessment results and definition of furthermeasuresmeasures
8© 2006 ISN
Excerpt from an Assessment Result
1
2
3
4Environment
Organisation
Knowledge LevelAction Level
Data Level
Soll Ist
n Target State
n Actual State
Stimmenicht zu
Stimmevoll zu
In unserem Unternehmen erfolgt die Wissensweitergabe hauptsächlich in elektronischer Form (File-Server, Datenbanken) und/oder auf Papier (Ordner, Handbuch).
IST
SOLL
Stimmenicht zu
Stimmevoll zu
Das von anderen Mitarbeitern in Dokumenten und Datenbanken abgelegte Wissen ist immer verständlich, nachvollziehbar und für die eigene Arbeit sehr gut brauchbar.
IST
SOLL
Stimmenicht zu
Stimmevoll zu
Die "technischen" Wissensquellen (File-Server, Datenbanken bzw. Ordner, Handbücher) sind klar strukturiert und übersichtlich.
IST
SOLL
Stimmenicht zu
Stimmevoll zu
Die EDV-Systeme und Datenbanken sind benutzerfreundlich (einfach, rasch) gestaltet und immer auf akuellem Stand.
IST
SOLL
Stimmenicht zu
Stimmevoll zu
ActualTarget
Actual Target DeltaEnvironment 2,3 3,4 1,1
Organisation 2,4 3,3 0,9
Knowledge Level 2,7 3,4 0,7
Action Level 2,3 3,5 1,2
Data Level 2,3 3,5 1,2
Data level
9© 2006 ISN
Common Lacks observed in 25 SMEs
§§ EnvironmentEnvironment§ Little use of methods and instruments when collecting external knowledge§ Poor preparation and transfer of external knowledge§ Improvable integration of external experts
§§ OrganisationOrganisation§ Little degree of formalisation (e.g. coaching, mentoring)
§§ Knowledge LevelKnowledge Level§ Poor documentation and transfer of knowledge created during execution of
processes§ Desire of formalizing knowledge transfer
§§ Action LevelAction Level§ Hardly redundancies§ Little documentation and transfer of experience for future projects
§§ Data LevelData Level§ Long seek times and old data due to a lack of standards regarding documentation
structures and documentation processes.
10© 2006 ISN
Pilot Project (Example 1)
Wertschöpfungsprozesse bei Dr.KRAUS
Kunde
Marketing
Aussendienst
InnendienstHandel
InnendienstProduktion
Konstruktion
FertigungMontage
Einkauf
Logistik - Lager(Fertigung / Handel)
Rechnungs-wesen
EDV
Externe Lieferanten(nicht Normteile)
War
e
Logistik -Transport
Wertschöpfungs-prozesse:
Prozess:
Hauptprozess -AblaufHandelsgeschäft
DMDM
DM
Zeit
ErstellungMarketingMaterial
Angebot -Auftrags
bestätigung
KundenpflegeAngebot
Auftrag
Handelsware beim Vorlieferantbestellen
Fakturierung
Zufriedener Kunde
OrgansiationTransport und
Auslieferung
Rchn.
Anfrage
Rev. 0.1 Datum: 20.5.2005
Lager Handelsware
Information
beiLagerprodukt
☺ K ?
Wertschöpfungsprozesse bei Dr.KRAUS
Kunde
Marketing
Aussendienst
InnendienstHandel
InnendienstProduktion
Konstruktion
FertigungMontage
Einkauf
Logistik - Lager(Fertigung / Handel)
Rechnungs-wesen
EDV
Externe Lieferanten(nicht Normteile)
Wa
re
Abs
timm
ung
mit
dem
Kun
den
Logistik -Transport
Wertschöpfungs-prozesse:
Prozess:
Hauptprozess -ProduktionprojektProduktion
DM DMDM
Zeit
ErstellungMarketing
Material
Angebot -Auftrags
bestätigung
KundenpflegeAngebot
nichtNormteileanfragen
Abstimmung mit dem Kunden
Auftrag
Konstruktion
Abs
timm
ung
mit
dem
Aus
send
iens
t
Abs
timm
ung
mit
dem
Inne
ndie
nst
Fertigung
Fertigungslager
Fakturierung
Zufriedener Kunde
OrgansiationTransport undAuslieferung
Rchn.
Anfrage
Rev. 0.1 Datum: 20.5.2005
☺ K ?
Source: Fa. Kraus
11© 2006 ISN
Pilot Project (Example 2)
1. Identification & Sensitization 2. Analysis
Source: Fa. Konrad
3. Summary (Table of Experts)
Name of Expert
Knowledge Domain
Repre-sentative
Relevant Documents
Storage
12© 2006 ISN
Categorisation of SMEs from an Knowledge Point of View§§ Dynamic growing enterprises with flat hierarchiesDynamic growing enterprises with flat hierarchies§ Flexible, dynamic, innovative§ Knowledge is focused on a couple of experts§ First KM-activities: stabilisation of processes and structures
§§ ProductionProduction--oriented traditional enterprises with industrial oriented traditional enterprises with industrial structuresstructures§ Traditions, strong hierarchies, less dynamic§ Focus of KM mainly on knowledge transfer within the enterprise and across
company boundaries
§§ Family companies with authoritarian leadershipFamily companies with authoritarian leadership§ Originally often started as a small crafts enterprise§ Founder often only plays a minor role since a considerable amount of
shares was bought by an investor or a big company § Typical Problems relating KM: knowledge loss due to fluctuation
13© 2006 ISN
Conclusions
§§ SMEsSMEs need Knowledge Management!need Knowledge Management!§ Knowledge concentrated on few persons§ Little degree of formalisation§ Little capacity of key employees
§§ kScankScan is very useful to determine the current state of an is very useful to determine the current state of an organisation regarding Knowledge Management organisation regarding Knowledge Management § Whether it is called Knowledge Management or not
§§ kScankScan is a first step towards organisational developmentis a first step towards organisational development§ The questions asked give the people involved first hints how to improve
the performance of the organisation
14© 2006 ISN
„Imagination is more important than knowledge.“Albert Einstein, 1879 - 1955
Dr. Karl RitschISN - Innovation Service Network GmbHHugo-Wolf-Gasse 6a, A-8010 [email protected]+43.316.919229-0www.innovation.at
isn - innovation service network d.o.o.Zg. Hajdina 159, SI-2250 Ptuj
+386 2 781 [email protected]
www.isn.si
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