Abstract
Knowledge management is the process of defining, structuring, storing, and sharing knowledge and experiences of employees within an organization to increase workplace efficacy and improve general decision-making capabilities. This paper aims to shed light on a structured production engineering knowledge management program and its initiatives for enhancing an organization's performance with associated factors such as learning from remote locations and the availability of subject matter experts.
Knowledge management structure has three main pillars: organizational culture, governance, and technology, which are all integrated to obtain an effective production engineering knowledge management structure. The cultural pillar is captured by formulating a two-year plan and implementing knowledge management process requirements, benchmarking the best practices, and revising the target on a regular basis. Technology is captured through the production engineering community of practice, where people gather in one place to share knowledge and best practices. Governance has a structured architectural plan where the key performance indicators of production engineering knowledge assets and events are monitored regularly.
The Knowledge Asset Index was exceeded due to the implementation of several initiatives such as the incubation of specific instruction manuals for Intelligent Field equipment, which aims to address layouts of roles and responsibilities involving all concerned organizations to maintain healthy Intelligent Field equipment. For the Knowledge Events Index, the organization's subject matter expert conducted an in-house Intelligent Field training course and technical publication writing workshops to improve all engineers' awareness and training for more than 200 professionals. With an excellent implementation of the production engineering community of practice plans, the knowledge management team won an award due to a remarkable participation index increase. The results show that well-planned knowledge management has a number of advantages to an organization. Some of these benefits include increased workplace efficiency, which allows consistency in information provided to knowledge recipients, improved skill growth and development in employees, and improved decision making in the organization.
This paper will serve as a motivation to knowledge management structures by implementing knowledge performance measures pertaining to production engineering. The benefits of this process to future quantifications are that it allows even quicker decision-making skills in the workplace and works to reduce organizations' training times, which can result in bridging knowledge gaps.
