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Chapter 15

Building Communities

Applying InnovationBy David O’Sullivan and Lawrence Dooley

© Sage Publications 2008

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Reflections What is the difference between information and

knowledge? What are the five stages of the knowledge

management process? Explain why knowledge sharing is important. Explain the difference between tacit and explicit

knowledge. What does “care why” mean in the context of depths

of knowledge? Explain “minimum critical codification.” List a number of technologies that can be used for

distributed synchronous collaboration.

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Activities

[Discussion of selected student ‘Activities’ from previous chapter]

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Learning Targets Explain the concept of the learning organization Understand the individual learning process Describe a number of potential sources of knowledge

for learning Explain the importance of codifying and sharing

critical knowledge Describe a model for sharing specific innovation

knowledge Explain the concept of relationships between different

sets of data Design a simple information system for innovation-

related data

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Organizational Learning A learning organization is skilled at

creating, acquiring, and transferring knowledge

It is also skilled at modifying its behavior so as to reflect new knowledge and insights

This type of organization facilitates the further education of all its members and continually transforms itself through better knowledge and understanding.

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Developing a Learning Organization

An acceptance of the different roles of innovation and operations

A free flow of information The ability to reframe information as

far as the innovation perspective is concerned

The ability to value people as the key element in organizational learning

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Individual Learning

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Sources of Learning

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Innovation Portal

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Forms

15-11

Views

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Field Types

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Fields

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Special Fields

Highs Lows Future Actions …

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SpecialFields

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Status Columns

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Knowledge Containers - Lists

ACTIONSIdeasProblemsProposalsInitiativesDeploymentPortfolio…

ACTIONSIdeasProblemsProposalsInitiativesDeploymentPortfolio…

RESULTSExceptionsReports…

RESULTSExceptionsReports…

GOALSStatementsRequirementsStrategiesStandardsIndicators

GOALSStatementsRequirementsStrategiesStandardsIndicators

TEAMSTeamsWorkgroupsLeadersReviews…

TEAMSTeamsWorkgroupsLeadersReviews…

RESOURCESModels, Tutorial, Archive,

Advisor, Selector, Information, Services,

Customize

COMMUNITYNotices,

Policies , News, Links,

Forum, Library

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Lists

IndividualsName Job TitleAndrew Kelly IT AnalystBreda Mooney HR ManagerDanny Mulryan General ManagerDavid Noone Engineering ManagerGary O'Halloran Training ManagerJames Fogarty Purchasing ManagerJohn Sheehan Quality CoordinatorMary Roche Finance ControllerMichael Clark Manufacturing SupervisorStewart O'Neill Materials Manager… …

ActivitiesGroup TitleA0 Operate SwitchIt IrelandA1 Manage SwitchIt IrelandA2 Plan & Control ManufacturingA21 Plan & Control MaterialsA22 Plan & Control ProductionA23 Assure & Control QualityA3 Support OperationsA31 Provide Personnel SystemsA32 Control Accounting SystemsA33 Provide Engineering SystemsA34 Provide Information Systems

StatementsGroup Title StatusMission Efficient manufacture of innovatively produed switchgear solutions …Competencies Machinests and Machining expertise …Competencies Low tax location and ease fo market access …Strengths Global Organisation :)

Strengths World Class Manufacturing Facility :(

Strengths Skilled Workforce :)

Strengths Low Employee Turnover :|

Weaknesses High Insurance premium :)

Weaknesses Lack of inter department communication :|

Weaknesses Frequent product returns due to quality issues :)

Threats Increasing Manufacturing Costs :(

Threats Competition from new low cost entrants :)

Threats Lack of capital for new projects :|

Threats Global downturn continueing :)

Opportunities New government design grants :|

Opportunities E-Commerce Opportunities :)

Opportunities University Graduates :(

… … …

RequirementsGroup Title Responsible StatusParent Improve Cost Structure (300k) Mary Roche :)

Parent Greater Utilisaton of Assets Danny Mulryan :(

Parent Pilot Corporate ERP System Andrew Kelly :)

Customers Reduced Lead Times Michael Clark :|

Customers Increased Flexibility Michael Clark :)

Customers Greater Quality and Reliability Stewart O'Neill :|

Employees Opportunity to Learn on the Job Gary O'Halloran :)

Employees Greater discretion and responsibility Breda Mooney :(

Regulations Health and Safety Compliance Luke Davenport :)

Regulations Environmental Compliance David Noone :|

Community Local Sponsorship Breda Mooney :)

Suppliers Faster Payment Times Stewart O'Neill :|

Suppliers More Accurate Forecasting Stewart O'Neill :|

… … … …ObjectivesGroup Title Responsible StatusCapacity Employ low risk strategy towards capacity expansion Mary Roche :)

Capacity Improve capacity analysis techniques David Noone :(

Capacity Improve man-power flexibility towards capacity changes Michael Clark :)

Capacity Explore Make vs Buy Opportunities Stewart O'Neill :|

Responsiveness Collaborate on development of more accurate forecasts Danny Mulryan :)

Responsiveness Explore manufacture-to-order processes Michael Clark :|

Responsiveness Reduce order delivery times Stewart O'Neill :)

Responsiveness Improve dealer and supplier partnerships Stewart O'Neill :(

Organization Migrate towards flatter and leaner organisation Danny Mulryan :)

… … … …

Columns

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Relationships

Relationships

Objectives Pla

n &

Co

ntro

l Man

ufa

ctu

ring

Pla

n &

Co

ntro

l Mat

eri

als

Pla

n &

Co

ntro

l Pro

du

ctio

n

Ass

ure

& C

on

tro

l Qu

alit

y

Pro

vid

e P

erso

nne

l Sys

tem

s

Co

ntr

ol A

cco

unt

ing

Sys

tem

s

Pro

vid

e E

ngin

ee

ring

Sys

tem

s

Pro

vid

e I

nfo

rma

tion

Sys

tem

sEmploy low risk strategy towards capacity expansionImprove capacity analysis techniquesImprove man-power flexibility towards capacity changesExplore Make vs Buy OpportunitiesCollaborate on development of more accurate forecastsExplore manufacture-to-order processesReduce order delivery timesImprove dealer and supplier partnerships…

Activities

Relationships

Objectives Impr

ove

Cos

t Sav

ings

Incr

ease

Del

iver

y P

erfo

rman

ce

Red

uce

Abs

ente

eism

Def

ects

per

Uni

t

Red

uce

War

rant

y pe

r 10

00 u

nits

per

mon

th

Red

uce

Man

ufac

turin

g Le

ad T

ime

Employ low risk strategy towards capacity expansionImprove capacity analysis techniquesImprove man-power flexibility towards capacity changesExplore Make vs Buy OpportunitiesCollaborate on development of more accurate forecastsExplore manufacture-to-order processesReduce order delivery timesImprove dealer and supplier partnerships…

Indicators

Relationships

Objectives Inst

all R

obot

ic W

eldi

ng

Red

esig

n A

ssem

bly

Line

Inve

stig

ate

ER

P S

yste

m

Dev

elop

Wor

kgro

up P

roce

dure

s

Res

tart

Spo

rts

and

Soc

ial A

ctiv

ities

Impl

emen

t Inn

ovat

ion

Tra

inin

g

Impl

emen

t eA

uctio

ns o

n se

lect

ed it

ems

…

Employ low risk strategy towards capacity expansionImprove capacity analysis techniquesImprove man-power flexibility towards capacity changesExplore Make vs Buy OpportunitiesCollaborate on development of more accurate forecastsExplore manufacture-to-order processesReduce order delivery timesImprove dealer and supplier partnerships…

Projects

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Relationships

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Relationships – example

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Innovation Relationships

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Relationships Hierarchy

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Relationships- example

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Summary Explain the concept of the learning organization Understand the individual learning process Describe a number of potential sources of knowledge

for learning Explain the importance of codifying and sharing

critical knowledge Describe a model for sharing specific innovation

knowledge Explain the concept of relationships between different

sets of data Design a simple information system for innovation-

related data

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Activities

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Search Online

web.mit.edu/evhippel/www/ www.cnr.berkeley.edu www.wikipedia.org www.pmi.org www.managementhelp.org

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