Gerardo Sanchez-Schmitz

Defining the problem: key element for the success of knowledge management

The objective of this paper is to propose a methodology for applying knowledge management (KM), in which we first focus on explaining problematic areas of an organization by identifying the knowledge core process, before applying KM strategies to those processes. For the methodology, we lean on the larger context of systems thinking to help visualize the whole organization, and it is here that the key factors are identified and a set of strategic criteria is established. The most important criteria are then used to evaluate the associated processes and their respective tasks in order to establish the problematic areas or opportunities where KM initiatives can be applied. This strategy precludes tackling all the organizations problems and allows management to focus on only those processes that provide significant and manageable knowledge. Finally, this study explores and cautiously recommends an unexploited but valuable element to be taken into account when implementing KM initiatives.

A Software Strategy for Knowledge Transfer in a Pharmaceutical Distribution Company

This work solves knowledge transfer problems faced by a family owned pharmaceutical distribution company. The main objectives of this project are to improve knowledge transfer efficiency, recover outdated knowledge and improve the company’s operation. As years transpire, explicit knowledge can become obsolete and inaccessible for several reasons, i.e. staff’s retirement or upgrades in the software being used. In the company’s case, explicit knowledge was not identified and was saved in different software versions and hardware, leading to delays and rework attributed to knowledge’s inaccessibility. A software strategy was proposed and implemented to solve this problematic. Favorable results were achieved. Knowledge transfer between departments was improved, knowledge from older versions or software were recovered, knowledge was centralized and a middleware was successfully implemented in one of the departments. Company personnel can locate, access and implement knowledge and the company’s operations has improved.

A methodological proposal to benefit from team knowledge: An experience in a Mexican SME dedicated to the design of electromechanical devices

Purpose This paper aims to propose a methodology to develop an organizational memory to benefit from team knowledge and to make the design of electromechanical devices processes more efficient. Design/methodology/approach Different frameworks and methods were analyzed from literature, obtaining key ideas to be included in the methodology developed and considering other approaches to apply in team knowledge about design processes. The research was conducted as a case study in a Mexican small and medium-sized enterprises dedicated to the manufacturing and installation of electromechanical devices where the methodology was implemented. Findings A five-stage methodology was developed which consisted of preparation, identification, capture & storage, dissemination & application and finally the evaluation & feedback stage. An implementation of the described processes was carried out, which was materialized into a technological tool that represents the organizational memory where knowledge was captured, organized and disseminated. Practical implications This study offers guidelines that can be applied in other organizations where team knowledge on design processes have not been adequately used for company’s improvement. The application of this methodology could be a strategy that enabled team knowledge to store their experience. This knowledge could then be consulted and recovered by the workgroup in an effective manner to solve new problems. Originality/value A methodological proposal to develop an organizational memory about team knowledge was developed. To evaluate the impact of the methodology implementation, a variety of indicators were proposed, which were classified as economic, organizational and performance indicators.