Towards a learning organisation: the application of process‐based knowledge maps to asset management (a case study)

This paper presents a practical methodology for developing a process-based Knowledge Management System (KMS) to assist Asset Management and, at the same time, support the creation of a true Learning Organisation. The KMS integrates existing management databases, process maps supporting operations, maintenance and improvement initiatives and Intranet resources and knowledge repositories. This systematic approach promotes continuous improvement (CI) through the consideration of corporate strategic plans and the utilisation of available data already held within the company's management databases (production, quality and maintenance). Process maps play a key role in the KMS as they are used effectively to define the manner in which data should be analysed, and to trigger the implementation of improvement tools and running of operations and maintenance tasks in a true CI environment. The KMS ensures a consistent and rigorous approach to carry out all improvement initiatives and other key asset management activities. The final part of the methodology addresses the creation of an Intranet-based knowledge repository. This repository allows searching stored knowledge about issues such as current assets, new knowledge generated from improvement projects, details of expertise located in different areas of the company, key business drivers, etc. This methodology acknowledges both the tacit and explicit knowledge within the company, and it represents an appropriate environment to promote and develop a true learning organisation. The application of process maps promotes the operationalisation of knowledge, which helps to retain organisational knowledge. Although based on a case study, this process-based KMS could be adapted to SMEs or large manufacturing organisations. Copyright © 2007 John Wiley & Sons, Ltd.

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