Commonkads Methodology free essay sample

1. Introduction In this report we have modelled a knowledge management system using CommonKADS methodology and conducted a social analysis of the proposed knowledge management system. We have applied the common KADS methodology to analyze a Virtual Organization established between Small Scale Machinery (SSM) enterprises and Die Cast limited (DCL). We further looked at improving this virtual organization with the help of a Knowledge Management system. We have analyzed Virtual Organization from an Organization Model, Task Model and Agent Model perspective. We have used the various Organizational Model worksheets (OMI, OM2, OM3 and OM4), Task Analysis Worksheet TM 1, Knowledge Item Worksheet TM 2, and Agent Worksheet AM 1 to conduct this analysis. In addition we have also conducted social analysis to identify the problems that may arise or opportunities that we can identify in the virtual organization by applying the various social theories related to KM Systems. We also looked at the technical and managerial issues surrounding Virtual Organizations and the strategies and best practices needed to ensure a successful implementation of an automated process within the virtual organization with help ofa KM system. 2. Background on Virtual Organization Now-a-days, more and more organizations are looking at concept of Virtual organizations to address critical resources, personnel and logistical issues. A Virtual organization is a flexible network of independent entities linked by information technology to share skills, knowledge and access to others expertise in non- traditional ways. Its a form of cooperation involving companies, institutions and/or individuals delivering a product or a service on the basis of a common business understanding. The different entities participate in the collaboration and present hemselves as a unified organization. Virtual organizations do not need to have all of the people, or sometimes any of the people, in one place to deliver their service. The organization exists but you cannot see it. It is a network, as in the case of SSM and DCL and one of them act as a supplier of key products and resources to the other. Some of the attributes of Virtual Organizations (VO) include: A dispersed network of skills and capabilities The structure ofa VO is distributed among multiple locations resulting in the capacity of bringing in a wider pool of skills and capabilities. The use of telecommunications and computing technologiesThese technologies serve as the enabler that makes a VO exist. Technology makes it much easier to support distributed work teams. Barriers of distance and time can be overcome by technology to improve performance and efficiency. limited (DCL) In the current set up, SSM expects DCL to produce finished or near-finished parts for its small machinery business. It is anticipated that a closer partnership be developed through the virtual organization concepts which will enable improved information and knowledge transfer to better coordinate the manufacture of die aste products by DCL for SSM. For issue resolution, they use two paper-based systems: Process Concern Reports (PCR) and Eight Discipline (8D) reports. These systems are used for reporting foundry problems to a DCL liaison officer whose primary task is to negotiate changes to product design by alerting SSM to the problem and faxing proposed changes to the final component design. When a problem with a part is reported either by SSM or from within DCL, a new PCR is raised. The form records all the information concerning the problem, customer details, the actions to be taken to resolve the roblem, and a list of personnel carrying out the recommended actions. The form is then circulated to the concerned personnel in DCL whose name is on the form, the actions are carried out, and the PCR is closed once the problem is resolved. Once the PCR is closed, the entire PCR is saved and filled for future reference. This system adopted by DCL is valuable as it keeps records of the entire foundrys troubleshooting experience but this knowledge is normally not shared with SSM. As this type of process required large quantity of paper work, it become almost impossible to search and retrieve records while troubleshooting similar cases. Also the ordering and invoicing of work between the two companies was done by a paper based system. Though the current system operates as a Virtual Organization between SSM and DCL, there are deficiencies in the system. An efficient Virtual Organization can be set up by implementing a KM system to handle the issue resolution. SSM provides the designs to DCL and the DCL team produces the components via Gravity Die Casting or Pressure Die Casting, after applying a number of techniques such as Lathing, Drilling, Painting etc and quality control. Under the modified system, the technical team identifies any product design/quality issue and ills the required PCR details into the KM System, which alerts the Liaison Officer and the SSM Designers. The Designers log into the KM System and provides a resolution. The Liaison officer enters this as a PCR resolution and circulates to all the technical staff involved. Sometimes he/she will have to access DCLs order processing system to get more information related to this order and the people involved with the work. After the modification is done and PCR is closed, the Liaison officer archives this information into the KM System for future reference. 4. Knowledge Management using CommonKADS CommonKADS is a methodology that brings together the functions of Knowledge Management and Knowledge Engineering. CommonKADS offers tools to support the organization, be it a Multinational Company or Virtual Organization. 4. 1 for OMI Organization Model Problem and Opportunities Worksheet OMI Worksheet Problem Opportunities Problem: Lack of information and knowledge transfer between DCL and SSM and difficulty in retrieving past records due to paper/manual information exchange. Opportunity: Better coordinate the process of manufacturing of die caste products by DCL for SSM Establish a digital/automated problem eporting and resolution system and a Virtual Organization to improve the operational efficiency of DCL and SSM. Cost Saving and Efficient operation for SSM, by creating a Virtual Organization with help of Technology/KM System Automate the PCRs between SSM and DCL teams Organizational Context Mission: Establish a Virtual Organization between SSM and DCL to improve operational efficiency and cost saving External Factors/Actors: Liaison Officer, SSM Designers, DCL Technical Staff(casting, drilling, painting, lathing), IT staff, Supervisors Strategy: Establish an effective Virtual Organization Establish a KM system to handle PCRs Value Chain Drivers: SSM/ DCL teams report a problem to the DCL Liaison Officer who negotiates and coordinates the problem resolution with the SSM designers or DCL staff, with the help of a PCR. The PCR is circulated among the persons involved with the problem and once the problem is resolved, the PCR is archived for future reference. Currently the entire process is manual and paper based and the reports used are PCR and 8D Solutions 1 . Establish an effective Virtual Organization between SSM and DCL with help of Technology, avoiding manual/paper based processing 2. Establish a KM System which will coordinate all the PCRs. The Liaison officer will be the system owner and SSM designers and DCL technical team will have access to the system and input PCR related information. 3. KM System will also act as an information repository for all the problems/resolutions. Any past problems can be referenced from this system to avoid duplication of PCR creation. 4. Once the process works effectively, the role of Liaison Officer can be eliminated by completely automating the PCR creation between the two organizations and thus creating an efficient Virtual Organization. To analyse the existing process and propose a KM based virtual organization, we use the various 0M models. The Problem Opportunities, Organizational Context and Solutions are captured in OMI. From OMI worksheet, we analyse that the problem associated with current setup between SSM and DCL are lack of information and knowledge transfer between the two companies and difficulty in keeping track of past records due to paper/manual information exchange used. Some of the potential Organization between them with help of Technology and avoiding manual/paper based processing. Also we can establish a KM System which can be used for alerting he workers whose name is defined in the PCR. In the propose KM system, the Liaison officer will be the system owner and SSM designers and DCL technical team will have access to the system and input PCR related information. KM System can act as an information repository for all the problems/resolutions.