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Division Stahl www.voestalpine.com Knowledge Sharing on the Shop Floor - a Critical Success Factor for Vital Companies Dr. Angelika Mittelmann voestalpine.

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Präsentation zum Thema: "Division Stahl www.voestalpine.com Knowledge Sharing on the Shop Floor - a Critical Success Factor for Vital Companies Dr. Angelika Mittelmann voestalpine."—  Präsentation transkript:

1 Division Stahl Knowledge Sharing on the Shop Floor - a Critical Success Factor for Vital Companies Dr. Angelika Mittelmann voestalpine Stahl GmbH Personnel and Organisation Development

2 || Division Stahl 220/06/2006© 2006 Dr. Mittelmann, ENWHP-knowledge-sharing.ppt Content

3 || Division Stahl 320/06/2006© 2006 Dr. Mittelmann, ENWHP-knowledge-sharing.ppt Background Information voestalpine Stahl GmbH app employees at Linz, two-third blue collar workers integrated steel production plant process-oriented organisation top supplier (in terms of quality) to European automotive, household appliance, and construction industry Linz site to become steel competence center

4 || Division Stahl 420/06/2006© 2006 Dr. Mittelmann, ENWHP-knowledge-sharing.ppt What is Knowledge Sharing? socialization knowledge transfer by means of imitation, observation, and exercise articulation knowledge transfer by means of methaphors, analogies, concepts, or models internalization knowledge building by integrating into individual knowledge base and mental models combination knowledge creation by means of documents, meetings, telephone calls, and virtual collaboration tools from to implicit knowledgeexplicit knowledge implicit knowledge explicit knowledge Source: Nonaka/Takeuchi (1995)

5 || Division Stahl 520/06/2006© 2006 Dr. Mittelmann, ENWHP-knowledge-sharing.ppt Why Knowledge Sharing on the Shop Floor? Critical knowledge for the production processes are located in the brains of the workers, mostly not in the quality management system More than one-third of voestalpines experienced workers will retire until 2010 Higher productivity per person is combined with less human ressources available Due to demographic developments in Europe a lack of young professionals and rising age of retirement are expected Knowledge sharing leads to fewer errors, more safety, and thus in the long run to a higher health rate

6 || Division Stahl 620/06/2006© 2006 Dr. Mittelmann, ENWHP-knowledge-sharing.ppt Some Tools and Techniques checklists, FAQs, manuals process descriptions, story telling knowledge transfer dialogues, lessons learned workshops mentoring system increasing complexity

7 || Division Stahl 720/06/2006© 2006 Dr. Mittelmann, ENWHP-knowledge-sharing.ppt Implementation: Knowledge Transfer Dialogue Information talk (all participants incl. manager) Transfer talks (3 - 5) (knowledge giver, knowledge taker) Starting talk (all participants incl. manager) Feedback talks after app. 6 months story telling process description checklists social network imaging

8 || Division Stahl 820/06/2006© 2006 Dr. Mittelmann, ENWHP-knowledge-sharing.ppt Implementation: Mentoring System implementation phase training the mentors developing training plans developing training handbooks system implemented ongoing support of newcomers by their mentors periodical experience transfer meetings initial phase Why mentoring? (convincing all key people)

9 || Division Stahl 920/06/2006© 2006 Dr. Mittelmann, ENWHP-knowledge-sharing.ppt Lessons Learned Ongoing management attention and confidence in the management and the persons implementing the techniques are a key success factors Application of adequate tools and techniques is a must Orchestrated collaboration of knowledge and quality management as well as organisation development units Implementation needs time and ongoing effort in order to gain sustainability

10 || Division Stahl 1020/06/2006© 2006 Dr. Mittelmann, ENWHP-knowledge-sharing.ppt Summary

11 || Division Stahl 1120/06/2006© 2006 Dr. Mittelmann, ENWHP-knowledge-sharing.ppt Kleiner, A. & Roth, G. (1998): Story Telling zur Konstruktion von Erfahrungsgeschichten: Wie sich Erfahrungen in der Firma besser nutzen lassen. Harvard Business Manager, 5, Mittelmann, A. et al. (2000): Geschäftsprozesse mit menschlichem Antlitz: Methoden des Organisationalen Lernens anwenden. Vol. 1 "Wissens- und Prozessmanagement" eds. Gappmaier, M. & Heinrich, L. J., 2nd edition, Linz: Trauner Universitätsverlag. Nonaka, I.; Takeutchi, H. (1995): The Knowledge Creating Company: How Japanes companies create the dynamics of innovation. New York: Oxford University Press. North, K. (1999): Wissensbasierte Unternehmensführung: Wertschöpfung durch Wissen. 2nd edition, Wiesbaden: Gabler. Probst, G.; Raub, S.; Romhardt, K. (1999): Wissen managen: Wie Unternehmen ihre wertvollste Ressource optimal nutzen. 3rd edition, Frankfurt/Main: FAZ. Reinmann-Rothmeier, G.; Erlach, Chr.; Neubauer, A. (2000): Erfahrungsgeschichten durch Story Telling - eine multifunktionale Wissensmanagement-Methode. Research report no. 127 of Ludwig-Maximilians University Munich. References


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