Design of Knowledge Management System for Esso Longford Company - Case Study Example

Knowledge Management System Design Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Name Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Course Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Lecturer Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Jury 12th, 2012. Study Guide on the Moodle Throughout the Moodle interact; we have been dealing with knowledge management and how certain organizations gather and organize their knowledge in preparation of developing a knowledge management system. We first defined knowledge, knowledge management, system knowledge management systems and we concluded by contributing on the blog. Moreover, we based our knowledge on particular knowledge management confined in the case study of certain organization. In particular, knowledge management actors, creators, implementers, and the kind of knowledge in Esso Longford Company were discussed (Appleton, 1994). This paper provides a proposal design of knowledge management system that Esso Longford Company may implement in the future to prevent the accident that may happen. In the design is divided into the following subtopics: introduction, discussion, knowledge management system design process and why knowledge system fails. In addition we ask questions such as; why Esso require a knowledge management system, which knowledge is available, which mode of delivery is to be applied etc. Introduction There is no universally accepted definition of knowledge management system but according to Tiwana (1999) we can develop an effective approach to knowledge management system based on technology. Therefore, we first answer the following questions to adapt to the approach. What is knowledge? Knowledge is defined as the body of understanding and skills which is constructed by experts and is enhanced through interaction with other experts and information. Therefore, knowledge management can be defined as the management processes by which organizations create increased value from organization’s intelligence and other knowledge based assets. Sachenko (n.d.) defines a system as “a group of interrelated components working together towards a common goal by accepting inputs and producing outputs (feedback and control) in an organized transformation process.” From these three definitions, knowledge management system can be defined as a system that helps organizations to create increased value from previously acquired intelligence and knowledge. It is argued that such a system should include application of IT as a component of the wider system. Knowledge management system differs from information management system in the sense that information management system is a subset of knowledge management system (Tiwana, 1999). This means that, while information management systems include information technology such as electronic document and record management system (EDRMS) which is a system that helps to record and manage documents, knowledge management system encapsulates this and other systems. A good example of knowledge management system is the process used by nurses and doctors when they transfer information (knowledge) about patient and the operation of the ward at the end of every shift. This process is enhanced by information management system in which computers and other recording material are applied. Discussion In the aim of increasing intellectual capital, organizations are implementing knowledge management systems. By so doing, organizations ensures that solutions and initiatives are strongly rooted in the real needs and the challenges confronted head-on. Following the disaster that happened in Esso Longford Gas Company, it is important to design a knowledge management system that will help the company knowledge actors and creators in managing knowledge between shifts (Appleton, 1994). Knowledge system design is the architecture, interfaces, data, and the components that are required to build a knowledge management system. Though there may be commonality with other disciplines such as system analysis, system engineering, and system architecture, it is worth noting that system design is a system put in place to satisfy particular requirements of the operator. In the light this, it is the design of systems by which companies create increased value based on both intellectual and knowledge-based resources. Knowledge management system design process In Esso Longford, knowledge was not flowing freely into every component of the management system. This is because; workers were inadequately trained in relation to normal operation procedures of the dangerous processes. Again, the organization had put in place excessive alarm systems that made the workers insensitive. The workers did not communicate the plant’s daily knowledge between shifts. Moreover, the creators of knowledge (engineers) had reduced due to relocation consequently reducing the quality of supervision at the plant. Finally, the reporting system between supervisors and management had failed hence no reporting was done to appropriate parties. The proposed system design is meant to improve the flow of knowledge within the workers by curbing the identified failures and problems. In this, the system to be designed should address the issue of warning and reporting any happening in the organization however minor to the relevant authority and the knowledge kept for future reference. By so doing, the knowledge management system will help the organization increase its value through knowledge-based resources (Appleton, 1994). The knowledge to be managed in this case is embedded and explicit. The knowledge is created by the engineers who are the supervisors of the processes in the plant and other employees. Though it was earlier mentioned that the knowledge is stored by filling a manual, from the case study provided it is difficult to tell whether this is true or not. This is supported by the fact that, if the company had taken the trouble to store the knowledge created by the engineers before they were relocated, then the disaster would have been avoided (Mertins & Hesisig, n.d.). Knowledge in this case is structured since it is collected from different areas and departments all over the organization. The knowledge to be managed will come from the employees mostly the engineers since they are the supervisors of the process in the plant (Durant-Law, n.d.). Other knowledge will come from the technology such as alarm system and closed circuit television (CCTV) cameras. Due to the danger involved in the plant, it is important to take information of other employees of the plant as knowledge. Not forgetting knowledge from policy makers such as Occupational Health Services. Therefore, to manage this knowledge we require the following processes; Knowledge gathering process which will be done by the above named sources of information Filtering and formatting of the information to have the appropriate knowledge by experts Recording the knowledge into soft-copies for easier retrieval process Storing the knowledge/ retrieval process Distributing knowledge to every department and taking the feedback Filtering and formatting the feedback Recording, storing and retrieving feedback processes for future use Responding to warning from the knowledge by alerting the relevant people For the system to work effectively, functions such as construction, capturing, identification, linking, visualization, transfer, distribution, retention, refinement, retrieval, creation etc. are required. The system should be controlled by experts who make sure that every process of the system is working properly. Moreover, the system will be controlled from a central point where the CCTV cameras are monitored and the audio alarm systems are integrated. The knowledge will be stored and retrieved electronically by use of computers. Though the knowledge management system in Esso Longford failed, there are knowledge resources that will also be part of the new system (Dawson & Brooks, 1999). Such knowledge assets include; audio alarming system, engineers and other employees’ knowledge. The system where knowledge is transferred between employees in the adjacent shifts will also form part of other system. Our methodology will be separated into two main parts. We start with knowledge engineering process which will be done in task based approach. Then we look at knowledge system development process which is on infrastructure based approach (Schreiber et al, 1999). 1. Knowledge Engineering process Knowledge engineering process is very useful describing the main tacit knowledge which enables and stimulates productive communications with people such as creators, actors, custodian, and users of knowledge (Tiwana, 1999). There are several knowledge engineering methods but we confine to commonKADS as an engineering methodology since it provide a model. The model will analyze the organization environment and the associated success factors for the system. In addition, the knowledge and communication model provides a description of problem-solving functions as well as data that was provided by the knowledge system. Finally, the design model changes this knowledge into a technical data that is easy to integrate into software system implementation (Schreiber et al, 1999). 2. Knowledge system development process After the knowledge has been engineered and converted to data that is compatible with software system implementation, it is integrated to create knowledge management system. This requires critical thinking in terms of both info-structure and infrastructure (Mertins & Hesisig, n.d.). With this architecture, collaboration, knowledge and presentation services are identified. Collaboration services, it means the foundational technology tools and features that are needed to design KMS. The major ones are communication and storage (Haggie & Kingston n.d.). Knowledge repository is storage and include; audio, video, drawing, and/or multimedia documents. With these tools, employees will create, store, and reuse knowledge (Maier, 2007). For example, if one of the CCTV cameras detects a faulty area in the plant’s system it automatically relays the information to the audio alarm hence the experts can check on the fault. The CCTV cameras are installed with a memory that records every event hence the knowledge will be kept (Maier, 2007). Alternatively, if an employee notices something which is not working as designed or require, he/she will inform the management for data to be recorded on the computer. At the beginning of every shift, the employees will check the knowledge of the plant process before proceeding with their duties. In knowledge services, three goals are to enhance the process of creating new knowledge, promote flow of information and ease the process of retrieval. Creation of knowledge was done in the commonKADS in the knowledge engineering process (Mertins & Hesisig, n.d.). Knowledge sharing involves collaboration of workers in every department to create knowledge in form of calendaring and workflow management services. In the retrieval process the new system will provide enhanced search capabilities with include user’s needs and automated knowledge mapping. For presentation services, it involves enhancing the phase between information knowledge source and user. On the other hand, personalization entails the process of collecting worker’s information and other particular needs of the user such as policies that protect the worker. In this case, the section21 of the occupational health and safety act 1985. This process matches content and user’s need for value (Dawson & Brooks, 1999). Visualization makes the user of the knowledge more aware of the knowledge and information that is available by contributing and browsing. The knowledge is then taken to social networking analysis, workers tracking system that monitor every contribution of the worker to the system in a process called ‘cluster development service.’ Group accounting involves checking the quality of sharing and communication by checking every activity of the user through knowledge management system (Maier, 2007). The main actors include; the owner of knowledge who is the Longford plant, the custodian who are the system managers and maintainers, users who are the workers in the organization, and finally, the creators who are the employees and information management system such as CCTV camera and audio alarms (Dawson & Brooks, 1999). The people working in the company need to contribute according and apply the knowledge for them to be part of the system. For the knowledge management system to work independently as a department, it requires the following info-structure and infrastructure; a room fitted with benches, computers which are networked, a central controlling panel where integrated CCTV cameras and audio alarm system are monitored, CCTV cameras, audio alarming systems that detect various faults such as smoke, fire and breakage, and the personnel to operate the system (Maier, 2007). The system will be evaluated monthly and depending with performance. In case the systems does not perform as required the failing or the problematic areas will be amended according. Alternatively, if the whole system does not yield the required outcome, the system will be abolished and innovations done (Fahey & Prusak, 1998). For the system to work effectively and efficiently the occupational health and safety act policy has to be implemented and the following procedures have to change; Every worker in the plant has to report to the managers of the system when entering and leaving duty Any happening will be recorded appropriately in the system The policy makers in the organization have to consider the applicability of the policy before they pass it Every fault in the plant process will be amended by experts Engineers will permanently stay in the plant without relocation (Appleton, 1994). The management has to fund the new system for optimum results The knowledge management system room will be located at an accessible place. References Appleton, B. 1994 .Lessons from Disaster: How Organizations Have No Memory and Accidents Recur. (pp. 174-184). London: Institute of Chemical Engineers Dawson, D &Brooks, B 1999 .The Esso Longford Gas Plant Accident: Report of the Longford Royal Commission. Melbourne: Parliament of Victoria Durant-Law, G (n.d.) .The Essential Components of a Knowledge Management System | Knowledge Matters: Available at: http://www.durantlaw.info/essential-components-of--knowledge-management-system Retrieved on 12 Jury 2012 Fahey, L & Prusak, L 1998, “The eleven deadliest sins of knowledge management:” California management review, vol. 40, no. 3, p. 265. Haggie, K & Kingston, J (n.d.) .School of Informatics, University of Edinburgh, and Choosing Your Knowledge Management Strategy: Available online at: http://www.tlainc.com/articl51.htm Retrieved on 11th Jury 2012 Maier, R 2007 .Knowledge Management Systems: Information and Communication Technologies for Knowledge Management. Berlin: Springer Mertins, K & Hesisig, P n.d. Knowledge Management: Concepts and Best Practices, available online at: http://books.google.co.ke/books?id=iqWyQkJjxpkC&pg=PA127&lpg=PA127&dq=Ovum+KM+tools+architectural+model&source=bl&ots=ntPAIGqWC&sig=1FRLUfWRQT4m8fMnZAPpCxEXC70&hl=en&sa=X&ei=2aj-T9vJBcbO0QW1jrVV Retrieved on 12th Jury 2012 Sachenko, A (n.d.) .Foundations of Information Systems in Business, available online at: http://www.scribd.com/doc/396076/Foundations-of-Information-Systems-in-Business Retrieved on 12th Jury 2012 Schreiber, A., Akkermans, H., Anjewerden, A., deHoog, R., Shadbolt, N., van de Velde, W& Wielinga, B 1999 “.Knowledge Engineering and Management: The CommonKADS Methodology”. The MIT Press Tiwana, A., 1999. Knowledge Management Toolkit, The: Practical Techniques for Building a Knowledge Management System, Pearson Education. Read More