IT assignment report on: Yashida concept

Executive Summary

A business organisation frequently mentions the organizational members as supreme asset it has. At the same time it seen that on many instances it does not have suitable methods for managing the knowledge that these members possess. In this context the significance of Information and Knowledge Management (IKM) is becoming prominent. Businesses have commenced to devise strategies and to spend in developing systems that will facilitate them to administer their business knowledge. This is a certainly important concept for Yashida, which has an essential need to manage knowledge as it works on different projects to develop new products in the ever changing electronic industry. This report inspects on the notion of information and knowledge and relevant issues entailed in devising a suitable Information Knowledge Management strategy for Yashida. Fundamental meaning of knowledge and Information Knowledge Management as applicable to Yashida is presented in the report. Views from relevant research are employed to discuss the framework for Information Knowledge Management in Yashida, and the function of information technology as a facilitator for information knowledge management. The final segment of the report puts together directives that will permit Yashida to more suitably implement information and knowledge management strategy that will facilitate it to enhance the business performance.

Business Objectives

Consequent to the necessity for transformation and incessant enhancement in the industry Yashida has decided to take an initiative, which is targeted at improving the organization function of managing knowledge. This initiative is principally aimed at decreasing evaporation of useful knowledge. It is to include various aspects as below:

The enhancement of schemes to elucidate and expand the knowledge exchange structures among members involved in value adding activities
The utilization of information technology to assimilate the organization functioning process by means of the electronic sharing of data and information
The implementation of a broad collection of notions, devices and procedures like. total quality management and collaboration to improve effectiveness and excellence in products
The development of improved components, materials and construction methods, including standardisation and pre-assembly.

It is well understood that the management of knowledge, particularly within the industry like electronics where the environment is extremely dynamic and is exposed to substantial revolutions, is absolutely critical to attain competitive advantage. The prominence on Information Knowledge Management suggest the mounting understanding that it is a main business requirement, predominantly in the situation of the emerging knowledge economy, where the expertise and experience of a company is turning out to be more critical than the conventional causes of financial strength such as capital and land (Siemieniuch and Sinclair, 2000). Within the electronics industry, it is progressively more and more being accepted that KM can result in the much required innovation and enhanced business performance the industry needs. Lack of system to store and disseminate knowledge created within a project will result in exhausted functioning and weakened project performance. Knowledge from a project more often than not is hidden in unseen reports, misplaced in unknowable filing methods or gone along with the leaving of members. This necessitates a definite strategy to manage knowledge.

This report investigates the information and related concerns entailed in devising a suitable Information Knowledge Management strategy for Yashida. At first the fundamental definitions of knowledge and Information Knowledge Management are provided. Following this it highlights the significance of Information Knowledge Management in an electronic industry setting. The report also inspects the function of information technology (IT) as a facilitator for Information Knowledge Management. The closing segment of the report devises directives that will allow Yashida to more suitable implement information and knowledge management strategy that will facilitate it to enhance the business performance.

Information Knowledge Management

The recognition, optimisation and effective administration of intellectual assets to generate meaning, improve output, and achieve and maintain competitive advantage together form Information Knowledge Management (Siemieniuch and Sinclair, 2000). It entails the encapsulation, strengthening, distribution and reprocessing of knowledge inside an organisation (Nonaka and Takeuchi, 1995). The preparation of a Information Knowledge Management strategy will require an inspection of a range of interconnected notions and features (). Also ahead of this is elaborated any further it is essential to understand the meaning of knowledge in the context of Yashida.

Connotation and types of knowledge

A comprehension of what comprises knowledge is essential to its successful management. To give an instance, if knowledge is regarded as to be identical with information, then the concentration inclines to be on the management of information systems as a substitute for Information Knowledge Management (Kamara, Anumba and Carrillo, 2000). On the other hand, the innumerable meanings of knowledge indicate that it is a great deal more than just information. A dynamic human progression of rationalizing personal conviction in the direction of truth describes the notion of knowledge. Thus philosophically knowledge is a justified true belief (Nonaka and Takeuchi, 1995). From a functional perspective knowledge is studied as the knowing of why, how and who of any process. Considering from the economic point of view knowledge is an intangible resource from which potential revenues can be developed. In addition efforts to differentiate among data, information and knowledge have resulted in a better appreciation of this concept. At the same time, it is essential to consider knowledge on the foundation of its conclusive utilization and on the foundation of the circumstance of its utilization (Nonaka and Takeuchi, 1995). Thus the basis and context wrap around the use of knowledge. This emphasizes that reality that knowledge is to be considered as a constituent of a job accomplishing system. Thus knowledge is a critical a condition of that system which permits conclusion of the job as well as the probable recurrence of this job in the future (Kamara, Anumba and Carrillo, 2000). Being short of this constituent will entail a breakdown when carrying out this job. If this lack is sustained over time, it means that this system ceases to exist. Knowledge is developed from data. At first the data has to be processed into information which is in reality a collection of appropriate connections and patterns. Information develops into knowledge when it is inserted into the system and when it is corroborated either in a group or independently as a suitable, significant and valuable portion of knowledge to be executed in the system.Intimately connected with the meaning of knowledge, is the recognition of the type of knowledge that is to be handled. Several categorization of knowledge include: explicit and tacit knowledge, forefront and backdrop knowledge, categorization regarding the function of knowledge for business application such as knowledge of business environment, or with regard to the practical function in an organisation like knowledge for directing function (Nickols, 2000). A comprehension of the character of these types of knowledge adds to their successful management. For instance, tacit knowledge, which lubricates the control gears of formal processes, is tough to be passed on as it is seized in the heads of individuals (Binney, 2001). Likewise, forefront knowledge which is the knowledge that has immediate relevance to organisation and its functions depends on backdrop knowledge which is more of comprehensive knowledge for it to be valuable.

Management of knowledge

Numerous tasks and functions a re required for the management of knowledge. They have to make certain that knowledge is created, encapsulated, accumulated, distributed, exchanged and finally withdrawn. Again this need not essentially be done in a linear fashion, as the circumstances of utility and facilitating infrastructure and devices also have to be borne in mind. These interconnected aspects can be classified into four major groups:The collection of knowledge that has to be handled and administered will comprise of data, information, and knowledge has to be known. The objective of a particular knowledge with regard to for what it is needed, to what it imparts, for whom it is required are all to be ascertained.

The circumstance of utility has to be clarified. This comprises of concerns such as aspects that commence the requirement for knowledge, and application method within the structure and culture of the organization.
The definite functionalities, systems and instruments essential to store, disseminate and reutilize knowledge.
A measurement or suggestion of whether the managed knowledge is adding value to advance the business performance or not is required. This is needed as ultimate objective of Information Knowledge Management is to achieve and sustain competitive advantage.

Organisational Implications

In current scenario of business environment, Yashida has been obliged to decisively inspect its functioning. Discontent from clients, reduction in profitability and exceeding volumes are a few of the many issues to be taken care of in this economic condition. The industry is inundated with disentangling interim issues. Traditionally many have considered financial values as the key performance indicator (KPI). Nevertheless, there are indications to show that there is a change on this attitude. Senior management is growing to more conscious of management notions and the value of a wholesome method to performance by means of KPIs is attaining recognition. Information Knowledge Management suits at ease with the KPIs which are promoted in this approach.

Information Knowledge Management Strategy requirement

The focal point of Information Knowledge Management is one of the most widespread factors for institute Information Knowledge Management strategy. It can be elaborated based on two dimensions displaying this concentration. One dimension stresses the capacity to assist to generate, collect, disseminate and utilize an organization’s clearly written down knowledge (Abell and Oxbrow, 2001). The strategy according to this dimension highlights codification and storage of knowledge. Normally, codification of knowledge is possible using information technology. Reusability of knowledge is increased by codification process. In this case the importance is given to totally stipulated collect of rules on what needs to be done under each likely set of situations (Binney, 2001). A different dimension highlights sharing of knowledge sharing by means of interaction on an interpersonal level. According to this dimension the strategy makes use of exchanges by means of social networks such as groups (Teece, 2000). This strategy attempts to acquire internal and opportunistic knowledge and share it informally. Knowledge can be obtained from experienced and skilled people.

Any decision making in an organization requires a structure which is imparted by strategy. Devoid of a strategy KM can be tackled in a disorganized way with no frontiers identified (Binney, 2001). The phrase Information Knowledge Management is not rather recent to Yashida. Within this organization contemplation is still going on in various sections on whether it is only a short lived management trend or it is a long lasting asset. Organization with awareness like Yashida has to appreciate that it is a critical asset to the organisation and it can support in sustaining competitive advantage. It is apparent that Information Knowledge Management supplements many of the value adding activities of Yashida targeted at increasing the quality of the product. The strategy on KM will permit a structure in which Yashida can function, set up schedules, and assign suitable resources.

Information Knowledge Management Implementation

Executing Information Knowledge Management in a planned way is a critical enterprise for an organization, whatever be the industry it is involved, since it involves engaging the whole system to a new idea. A strategy will ascertain what important plans are to be commenced and assign resources to them. Also it is important to allocate members or teams the authorization to evaluate new issues like KM and developing evolving methods of implementation. Unambiguous goals and ways of accomplishing these goals inside a stipulated time schedule are essential for the implementation of Information Knowledge Management strategy (Siemieniuch and Sinclair, 2000). For Yashida there are a number of matters to be considered. For instances, which function of the technology related process can achieve utmost advantage, which department of the firm will be capable to gain the best from a KM strategy, how big the difficulties are to be detected, what is the means to be used or how is the system to be examined. The main points that are to be noted are as below:

Business processes of the organization are to be mapped so that one section can be identified that will fetch incredible gain to the users of the system
Seriously contemplate on authorizing a champion for the system
Converse with front line members to learn about the information they need for their activities
Assign sufficient resources, which will include financial and non-financial resources, for developing a trail model of the system
Commence with a minor difficulty which depends on internal knowledge so sort out the issue
With clarity draw out the method for the entire lifecycle of knowledge managing from data capture to the final withdrawal of knowledge
Ascertain a strategy for taking care of difficulties like time constraints and data confirmations
Appraise the development and attain response from the front-line members on a frequent interval
Re-examine the strategy and accomplishments on a regular basis for any potential improvements

Impact on structure and working practices

Yashida does not have an excellent history of valuing its members as well their individual and group contributions. This aspect can result in easiness for sharing of knowledge to happen. At the same time in any organization tacit knowledge is inclined to be looked upon as a property of the individual rather than of the organizational as a whole (Teece, 2000). The hierarchical nature of the structures within the organization and the presence of teams with multi-disciplinary skills are going to make the sharing of knowledge a difficult process to be achieved. In such a set up it is possible that the establishment of a new management structure to manage knowledge efficiently can be perceived with distrust. On the same line, far reaching modifications in work function for the sake of Information Knowledge Management are certainly not desirable (Kamara, Anumba and Carrillo, 2000). The new system can be looked upon as requiring an extra effort from the part of members which will also reduce its acceptance. So it has to be noted that KM will have to turn out to be an essential aspect of the way individuals function if it is to be accomplished successfully.

Potential Barriers to KM

There are many barriers to the successful implementation of KM within Yashida. These include:

Culture

As an organization, Yashida can be motivating the culture to share knowledge. At the same time it needs the support at all levels of the organization. The culture at the different levels of the organisation has to be taken up for KM to become beneficial (Nonaka and Takeuchi, 1995). The individual members need to be convinced of the advantages of KM to evolve a culture favourable to this system across the organization

Time Shortage

An extra endeavour is required from the part of members to share knowledge demands. On the other hand this effort can be reduced by systematic practices and through presentation of improved tools for knowledge sharing. In Yashida projects are always run with firm deadlines to be fulfilled. So KM should not be having a digressing effect but instead it should make work within the projects more comfortable.

Solving complex problems

KM will include different stages making it a complex system as a whole. To visualise a system that can convey the necessary knowledge to any member or any project team can be the dream of Yashida. But it is much easier to dream than to put into practice.

To be realistic, for Yashida which is commencing on Information Knowledge Management strategy, it is important to commence on small projects that are self-contained to understand the complexities of the system.

Knowledge conversion

A foremost impediment is how Yashida can capture the knowledge on projects, especially those in which parties involved in the supply chain include stakeholders external to the organization. The organization has to decide on the professional involved in the projects of Yashida but are external members. These professional with wide experience can be excellent sources of tacit knowledge. But to convert their tacit

knowledge to explicit knowledge can be extremely difficult to achieve which will require large amount of resources and time.

Multi-Disciplinary nature of teams

There are projects in which the team members work in different departments of Yashida.For such project teams management of knowledge within the tight time schedule will become difficult to achieve. In such case the benefits obtained from KM will be difficult to override the drawbacks of spending that much of effort on such a new system

Unique Projects

In Yashida there is a tendency among members to vie each project as unique by itself. Such an attitude can strengthen the perspective that KM on individual projects will be a waste of time as the up coming projects will be different from the present ones.

Lack of learning

It can be seen that there are occurrences where the same mistake is repeated. This conveys that there is certain degree of lacking in the learning process especially from the mistakes. This attitude has to be changed for KM to be successful

Extended time period

There are no short cut methods to attain KM. It has to be a long term oriented goal. The management system has function properly for a sufficient amount of time for the benefits to start infiltrate into the functions of the organization. So patience is required to fetch lon term benefit from KM.

Faith deficiency

Once the KM system has started the members can have the expectation that any data and information is available to them as and when required. But the fact of the matter is that as mentioned it requires a certain period of time for the KM system to start giving benefits.

On seeing that the system is not delivering the expected benefits immediately members can start to lose faith in the system.

IT support

Many of the existing systems rely on information technology for delivery. The IT support is a main aspect of KM systems. So it must be available to deliver the needed knowledge.

Founded on existing functioning practices and the main obstacles to KM, an elaboration of the IT support required for Yashida is given in the following section.

IT support for Information Knowledge Management

It is an accepted fact that Information Technology is decisive for successful Information Knowledge Management. At the same time it must be noted useful Information Knowledge Management depends on several factors not alone the implementation of an efficient information systems (Abell and Oxbrow, 2001). Even with this awareness the function of IT as a main facilitator of KM continues to remain valuable. Information systems for Information Knowledge Management belong to four main categories as below:

Knowledge work systems- These are for knowledge creation (Binney, 2001). They assist the functions of abundantly knowledge professionals as they generate new knowledge and help to incorporate it into organization.
Office automation systems- These are for knowledge distribution. They assist in circulating and directing information flow in an organisation.
Group collaboration systems- These are for knowledge sharing (Nickols, 2000). They assist in the knowledge creation and knowledge sharing among members functioning in teams.
Artificial intelligence systems- These are for knowledge capturing and knowledge codification (Abell and Oxbrow, 2001). Organisations and management are presented with codified knowledge by them. This codified knowledge can be reutilized by rest of the organisation.

Information Systems for KM

There is a large array of IT systems accessible to back the Information Knowledge Management

However almost all of these systems offer assistance for only one or few of the four areas listed earlier. These are discussed below

Knowledge Creation Systems

Within the electronic industry to which Yashida belongs, at present there are a range of systems that support the process of knowledge creation. These are typically specially for particular field of functioning. It includes designing systems, examining systems and valuation systems. Progressively, these systems are more and more assimilated both across and inside subjects and thus enabling the information flow.

Knowledge Processing Systems

These are systems that are called as office automation systems. Process management and storage of knowledge in an organization is facilitated by them (Siemieniuch and Sinclair, 2000). Desktop publishing systems, spreadsheets, word processors and databases come under this category. These systems are now regularly utilized in organisations to make certain the efficient functioning of various business aspects.

Knowledge Sharing Systems

Teams working together can be extremely well supported by knowledge sharing systems (Abell and Oxbrow, 2001). Using these systems members of the team are able to exchange data and information for various situations arising in the project. Intranet which is used in Yashida as well is a typical illustration of this type of system. Other systems useful for group interactions like electronic mail system, video conferencing software and document management system also come under this category. The use of these systems is growing in organizations like Yashida.

Knowledge Capture and Codification Systems

Systems that have the capacity to summarize knowledge and know-how in representative forms are critical for Information Knowledge Management in an organisation like Yashida. Consider the instance when an important member of the organization has left for pursuing other professions. The expertise and knowledge he possessed could be lost for ever along with his absence. These systems set up knowledge bases which can preserve that knowledge.

The notion of artificial intelligence (AI) forms the foundation of these systems. Though there is still plenty of room for improvement in this field, AI is being more and more implanted as elements of well built IT systems.

Requirements of a KM system

The information system selecting for Information Knowledge Management has to be comply with certain requirements. They are as below.The complete KM lifecycle should be facilitated by the system (Soliman and Spooner, 2000). Starting from creation of knowledge creation through circulation and flow direction to withdrawal the system should enable the management of knowledge.

For corroboration and verification of the knowledge summarized in the system there should be suitable procedures.
The system has to flawlessly incorporate with presently utilized IT systems inside the organisation.
Effortless usability is essential for making sure that the system is acceptable for every one and can be utilized by everyone. So this is a crucial feature needed for the system.
System should be capable of updating and maintaining the knowledge without any errors (Soliman and Spooner, 2000). This is critical for developing trust and confidence from the members who use the system. Also it will enable that conclusions made using the system are founded on the most recent information accessible.
The design of the system should be in agreement with the organisation’s objectives and business processes (Teece, 2000). With this respect participation of the final user within the organization in the planning and execution of the system is critical.

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