Organizational aspects of knowledge lifecycle management in manufacturing

Siemieniuch, Carys E.; Sinclair, M.A.

doi:10.1006/ijhc.1999.0274

Cited by 54 publications

(27 citation statements)

References 15 publications

(17 reference statements)

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“…Another challenge is deciding on what precisely is a lesson learned and how best to capture this nugget of knowledge for future use. Siemieniuch and Sinclair (1999) emphasised that the failure to capture and transfer project knowledge, especially within the context of temporary virtual organisations, leads to the increased risk of 'reinventing the wheel', wasted activity, and impaired project performance. Disterer (2002: 512) also noted that this problem was not unique to construction.…”

Section: State "Though the Idea Of Learning From Experience Is Timelementioning

confidence: 99%

Lessons learned practices in the engineering, procurement and construction sector

Carrillo

2005

Eng, Const and Arch Man

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Citation: CARRILLO ABSTRACT The exploitation of lessons learned to improve performance on future projects is highly desirable for many construction organisations. The vision of an organisation that can readily recall what went well on a project and attempt to recreate those successes as well as avoiding the repetition of past mistakes offers commercial sense. This paper adopts a case study methodology to investigate how Canadian Engineering, Procurement and Construction (EPC) companies address lessons learned on their construction projects. The paper concludes with a number of recommendations for UK companies regarding how the process may be improved in terms of encouraging lessons learned to occur, the timing of lessons learned sessions, identifying participants, the format for documenting lessons learned and how these should be disseminated. Prokesch,1997). The construction industry has also recognised that although each project is unique there are some processes that are repeatable and thus there is scope to transfer learning from previous projects. This is the realm of lessons learned. Lessons learned aim to capture the positive and negative aspects of projects in order to learn from the experience thereby avoiding the repetition of mistakes which can be costly and damaging to the company's reputation. This paper therefore investigates the lessons learned practices of construction companies in Canada with the aim of identifying how lessons learned can be improved and exploited in the UK construction sector. The paper adopts a case study methodology to investigate a number of aspects of lessons learned including how it is done, who participates, the type of documentation required and how best lessons may be disseminated. Keywords: lessons learned, construction, knowledge management, Alberta INTRODUCTION "Most activities or tasks are not one-time events. .. Our philosophy is fairly simple: Every time we do something again, we should do it better then the last time" (BP's Group Chief Executive John Brown in

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Section: State "Though the Idea Of Learning From Experience Is Timelementioning

confidence: 99%

Lessons learned practices in the engineering, procurement and construction sector

Carrillo

2005

Eng, Const and Arch Man

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“…The research of Siemieniuch and Sinclair (1999) includes such a knowledge lifecycle in which our view on knowledge exchange can be materialized. According to Siemieniuch and Sinclair knowledge is not uniform and it has a lifecycle in a competitive environment.…”

Section: Knowledge Transformation Processes and Knowledge Lifecyclesmentioning

confidence: 99%

Foundations and Applications of Intelligent Knowledge Exchange

Overbeek¹,

Bommel

Proper

et al. 2008

Handbook of Research on Virtual Workplaces and the New Nature of Business Practices

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Exchange of knowledge is becoming increasingly important to modern organizations. In this chapter is explained what this elementary knowledge exchange consists of and how a virtual workplace can support knowledge exchange between workers. A scenario from the medical domain illustrates how physicians can improve their knowledge exchange by utilizing the virtual workplace models introduced. Better adaptation to the rapidly changing nature of providing health care is a desirable effect of improved knowledge exchange between physicians. Explicit models concerning possible physical, social and digital contexts of knowledge exchange are discussed, as well as models which depict how knowledge relatedness enable intelligent knowledge exchange. Researchers studying virtual workplace models for industry and academic purposes belong to the intended audience of this chapter. Administrators of public sector or other non-profit agencies who wish to incorporate virtual workplace models and methods into their daily operations can also benefit from the contents discussed.

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“…As explained in the earlier sections the success and continuity of an organization depend on its performance, which may be defined as 'the way the organization carries its objectives into effect' [8]. An important first step is to identify what the company should measure and how.…”

Section: Identify Key Performance Indicators (Kpis)mentioning

confidence: 99%

“…An important first step is to identify what the company should measure and how. The performance indicators (PIs) are important for everyone inside an organization, as they tell what has to be measured and what are the control limits the actual performance should be within [8]. PIs are the qualitative indicators that show how well the organization's objectives are being met whereas key performance indicators (KPIs) are the performance measures critical to an organization's core business [28].…”

Section: Identify Key Performance Indicators (Kpis)mentioning

confidence: 99%

“…Competitive advantage can be gained through a company's superior product development capabilities, which derive from its ability to create, distribute, and utilize knowledge throughout the product development process [3][4][5][6][7]. Failure to capture and transfer this knowledge leads to an increased risk of 'reinventing the wheel', wasted activity, and impaired project performance [8]. Identification of knowledge and processes that are common or might be shared is often one of the first tasks undertaken in a knowledge management initiative.…”

Section: Introductionmentioning

confidence: 99%

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A methodology for best practice knowledge management

Dani

Harding

Case

et al. 2006

Proceedings of the Institution of Mechanical Engineers, Part B:

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Capturing and reusing knowledge of best practices has been identified as one of the requirements for next-generation product development. Knowledge identification is therefore already being done to some degree in many organizations, through instruction manuals or 'how to' guidelines. However, this is only a first step, as to fully exploit valuable knowledge, best practices must be identified and shared. A detailed review of previous research in best practice knowledge management shows that the method of modelling best practice knowledge and the resulting model structure are critically important for the successful reuse of best practice knowledge. Yet, to date, only limited research has been focused on these aspects. This paper therefore presents research into a methodology to determine ways for better communication, sharing, and reuse of best/good practice knowledge. The proposed methodology has been divided into two parts: firstly, the identification of best practices for product development, and secondly, the structuring of best practice knowledge for effective sharing and reuse. This methodology encourages the adoption of best practices by providing knowledge about both process and implementation elements. This makes the explicit knowledge easier to find and reuse. Once a best practice is found to suit current requirements and circumstances, an expert who has identified and used the best practice can also be contacted to gain additional knowledge/information. This helps to address the challenges posed by 'tacit' knowledge, which cannot easily be shared within the knowledge base.

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Organizational aspects of knowledge lifecycle management in manufacturing

Cited by 54 publications

References 15 publications

Lessons learned practices in the engineering, procurement and construction sector

Lessons learned practices in the engineering, procurement and construction sector

Foundations and Applications of Intelligent Knowledge Exchange

A methodology for best practice knowledge management

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