Πρακτικές Διαχείρισης Γνώσης στην Αθηναϊκή Ζυθοποιία Α.Ε. Ι. Μυλωνάς Μεταπτυχιακό Μάθημα: «Τεχνολογίες Υποστήριξης Συνεργασίας» Διδάσκων: Νίκος Καρακαπιλίδης Τμήμα Μηχανολόγων και Αεροναυπηγών Μηχανικών Πανεπιστήμιο Πατρών Πάτρα, Νοέμβριος 2005

Αντικείμενο Το θέμα: Knowledge Management Προσέγγιση του θέματος μέσα από τη πρακτική εφαρμογή σε πραγματικό εργασιακό περιβάλλον

Διάρθρωση της Παρουσίασης Ενότητα 1: Γενικά για τη Διαχείριση Γνώσης και ο σχεδιασμός της σε μια Επιχείρηση Ενότητα 2: Πρακτική εφαρμογή της Διαχείρισης Γνώσης στη Heineken Company Ενότητα 3: Συμπεράσματα

Ενότητα 1

Βασικά Στοιχεία Θεωρίας Learning Knowledge Innovation fuels creates breeds accelerates Change

Βασικά Στοιχεία Θεωρίας Knowledge Knowledge management : is the management of mapping, creation, exchange, and application of knowledge.

Mapping and Keywords Introduction: Mapping of Knowledge is a method to compare the actual content of a knowledge system (i.e. in a Knowledge database) against the desired content.The difference between the actual content and the desired content represents a knowledge gap which may be filled. The existence of knowledge gaps allows management to direct and prioritise the creation of new documents. Keywords are a tool to define knowledge areas. Keywords are organised in a tree-like structure. The complete keyword structure is given in the keyword database. Use of keywords in mapping: Use of the same keywords in different databases allows comparison between these databases. The keywords represent the actual knowledge in these databases. The desired knowledge can be obtained from keywords used in the work orders of the customer files. These keywords represent the knowledge needed to respond to customer queries.

Methodology a. develop a clear vision of the project in the definition phase, incorporating also organisational change; the successful implementation of any knowledge or information management system is mostly dependent on needed changes in organisational behaviour. b. be prepared to adapt the vision frequently, as it is dependent on the insights of the members of the organisation on knowledge and knowledge management. It takes time recover or develop these insights. c. make roles, functions and responsibilities clear. d. get a mutual conviction, at least within the project team and its steering committee, on the vision. e. map the available and the needed/desired knowledge.

Μεθοδολογία Individual Input of Knowledge Knowledge Teams (Knowledge team mail boxes) Quality, Evaluation Knowledge Database Primary Business Process Customer questions Customer answers validation

Methodology Key Performance Indicators for Knowledge Management To define performance indicators for Knowledge Management they should be linked to the business objectives:  They should support the business strategy and objectives.  Knowledge Management can be seen as a method to use knowledge to improve business performance and results.

Methodology Key Performance Indicators for Knowledge Management When developing Knowledge Management you should pay attention to:  People (Skills, knowledge, values, attitude and culture)  Processes (Procedures and instructions, including roles and responsibilities)  Systems and tools  Organisational structure

Methodology Knowledge Management Process TOOLS & SYSTEMS Lotus Notes/Intranet Knowledge databases Business unit 1 (BU 1) with its business objectives (B.O’s) and specific key performance indicators (KPI’s) and specific knowledge. BU 2 with its B.O.’s and KPI’s and specific knowledge. BU 3 with its B.O.’s and KPI’s and specific knowledge. BU 4 with its B.O.’s and KPI’s and specific knowledge. BU 5 with its B.O.’s and KPI’s and specific knowledge. Culture of Knowledge Sharing

Methodology Performance Indicators of Knowledge Management Business Objectives *Number of contributions to knowledge team mailboxes. * Number of contributions accepted for publication in the knowledge database. *Input suitable for training/sharing. * Record of experience gained *Time to process content of mailbox (empty mailbox). *Quality of content of documents. *Number of documents. *Number and quality of documents in relation to time spent. *Active searching for information needed for the primary processes. *Make documents suitable for active sharing (e.g. training purposes). *Quality of documents (complete/current / unambiguous/format) *Building blocks for advice/service/service products. *Best practices shared. *Frequency of use. *Time saved by using information more times (less repetition of work). *Time needed for development of new products. *Availability of knowledge (system accessibility/user- friendliness). *Quality of primary business process. *Consistency of process and product. *Record number of GAPs/RESPONSES and knowledge submitted as a result of the primary process. *Faster primary process. * Experience gained recorded and shared. * Clear primary process. *Level of customer satisfaction. *Validated knowledge. *Amount of work done for customer and positive validations.

Ενότητα 2

Methodology LOTUS NOTES & DATA BASES

Methodology LOTUS NOTES & DATA BASES

Methodology LOTUS NOTES & DATA BASES

Methodology LOTUS NOTES & DATA BASES

Methodology LOTUS NOTES & DATA BASES

Methodology LOTUS NOTES & DATA BASES

Methodology LOTUS NOTES & DATA BASES

Αποτελέσματα Visits to documents

Αποτελέσματα Different users

Αποτελέσματα Knowledge use per OpCo (Jan. – Dec. 2002, avg. 2640/month)

Αποτελέσματα Visits to K-items and documents

Αποτελέσματα Utilisation of KIPP content No. of visits No. of different documents in KIPP 2200 Number of different users (OpCo + HTS) 950 KIPP content visited (longer than 30 secs) 97 % Average no. of visits per document* 14 Number of documents visited per user* 34 * Visits longer than 30 secs counted only, this is about 40 % ot the total number of visits Jan-Dec 2002

Αποτελέσματα Heineken Knowledge Production

Ενότητα 3

Συμπεράσματα και Προτάσεις Ευρεία χρήση του συστήματος Γρήγορη μετάδοση γνώσης και πληροφορίας.

Σύνοψη Συνοψίζοντας, είδαμε στη παρουσίαση το πρακτικό μέρος της εφαρμογής της Διαχείρισης Γνώσης σε ένα εργασιακό περιβάλλον. Είδαμε τον τρόπο οργάνωσης Τέλος, διαπιστώσαμε την αναγκαιότητα της διάχυσης της γνώσης

Βιβλιογραφία Heineken Knowledge Management