Beruflich Dokumente
Kultur Dokumente
Identify redundant work activities and eliminate them by applying useful KM practices
Conduct an audit of the speed of business processes and initiate appropriate KM practices to make them faster
Codify the organisation's key process models, analyse their connecting interfaces and optimise knowledge and information exchange through these interfaces
Identify and synchronise initiatives related to the management of knowledge as well as those related to the management of information
Create knowledge maps of the organisation to clarify the knowledge-intensive business processes and support them with appropriate KM methods
Redefine job specifications to diminish managerial hierarchy and cultivate a team ethos within business functions
Elimination of 40% of redundant work activities within five years Year-on-year improvement in the speed of business processes
Sharing of knowledge by senior management team Motivation classes to marketing team with tacit knowledge sharing to know the customer better
Year-on-year increase in the number of implemented value adding continuous business processes Year-on-year increase in the stock of knowledge assets Year-on-year increase in the number of synchronised activities Annually, identify at least five new KM initiatives that enhance the organisation'sincrease in employee Year-on-year knowledge assets perception of managerial collaboration increase in employee Year-on-year satisfaction with inter-departmental collaboration Process-oriented organisation structure established and implemented internal job rotation An employee in three years frequency of 2 years All employees with less than five years service to have an experienced godparent business Active CoP within each function and cross-functional CoPs at points tacit knowledge and conversion to useful Efficient of interaction K-Nuggets Customer Relationship Management (CRM) and Supply Chain Management (SCM) portal Key account manager (KAM), Customer/Dealer, Supplier Portals help KAM workshops Skill and knowledge gap identification and training Use of Innovative process
Percentage of employees with less than five years service who have a godparent and percentage of experienced employees who act as a
Continuously updated on-line employee satisfaction survey, based on a Likert scale, producing an average satisfaction rating
Continuously updated on-line employee satisfaction survey, based on a Likert scale, producing an average perception rating
Maintain a register of new KM initiatives implemented identifying the projected and actual present value of the initiative
Maintain a register of new synchronised activities implemented identifying the projected and actual present value of each activity
The average, weighted according to organisational significance, of the percentage change in average employee service, average level of
Maintain a register of new value adding continuous business practices implemented identifying the projected and actual present value of each
Annual Objectives
X 0 0
10% inprovement in customer satisfaction
X 0
X 0 0 0 0 X X 0
From Vision and Mission / Objectives / Goals
0 0
10 % increase in knowledge gap identification Reduce Inventory by 5% Increase productivity by 10% Increase Sales of 5%
X X
0 X
0 0
X 0
Improvement Projects
X X X X
X X X X X X X X
Operations
Planners/Schedulers
Shipping/Receiving
Sourcing
Product Engineering
Materials
Action Item on the East End of the Matrix YTD Sum YTD Avg. Jan Feb March April 0
May
June
Owner: July
Aug
Sept
Oct
Nov
Dec
Target
Action Item on the East End of the Matrix YTD Sum YTD Avg. Jan Feb March April 0
May
June
Owner: July
Aug
Sept
Oct
Nov
Dec
Target
Action Item on the East End of the Matrix YTD Sum YTD Avg. Jan Feb March April 0
May
June
Owner: July
Aug
Sept
Oct
Nov
Dec
Target