A3 reports for knowledge codification, transfer and creation in research and development organisations

Raudberget, Dag; Bjursell, Cecilia

doi:10.1504/ijpd.2014.064885

Cited by 14 publications

(9 citation statements)

References 20 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…We have proposed A3AOs as a tool supporting good knowledge transfer in the lean environment. (Raudberget and Bjursell 2014) focuses on the A3-report as a knowledge management tool to support good knowledge transfer in Lean PD. A3AOs may be an appropriate lean tool to deal with the handover problems in the researched engineering department in the Company.…”

Section: Discussionmentioning

confidence: 99%

Implementation of A3 architectural overviews in Lean Product Development Teams; A case study in the Subsea Industry

Løndal

Flak

2018

INCOSE International Symp

View full text Add to dashboard Cite

This paper presents a case study investigating the use of A3 Architectural Overviews (A3AOs) in lean product development teams. A3AOs is a tool used in product development and lean manufacturing to increase communication and knowledge sharing across the organization. We studied the implementation in an engineering department of a global oil and gas supplier, by performing a case study and extensive depth interviews. We also studied earlier implementation initiatives of A3s in a thorough literature review. A finding was that, although current and former research have shown clear benefits of utilizing this tool, the company rarely uses it today. We wanted to investigate challenges with creating and implementing A3AO in the organization. Our results show that A3AOs may be a well‐suited tool to improve the requirements handover process within the company. We also make an outline of challenges and benefits with using and implementing A3AOs in the researched engineering department, with the goal to successfully implement A3AOs in the future.

show abstract

Section: Discussionmentioning

confidence: 99%

Implementation of A3 architectural overviews in Lean Product Development Teams; A case study in the Subsea Industry

Løndal

Flak

2018

INCOSE International Symp

View full text Add to dashboard Cite

show abstract

“…The tool is used for several different purposes, such as Knowledge Sharing A3s, Proposal A3s, Status Report A3s and Customer Interest A3s (Welo 2013). (Raudeberget & Bjursell 2014) addressed A3s as a tool for codification, transfer and creation of knowledge. The goal was to develop a tool that could reduce development time and cost by enabling knowledge sharing and reuse.…”

Section: Lean Thinking (Lt)mentioning

confidence: 99%

“…The goal was to develop a tool that could reduce development time and cost by enabling knowledge sharing and reuse. (Raudeberget & Bjursell, 2014) presented a knowledge management structure built up of several interconnecting A3s. The "Guideline A3" was suggested to provide general insight and overview, with more detailed and specialized information being presented in "Design standard A3s" (Raudeberget & Bjursell 2014).…”

Section: Lean Thinking (Lt)mentioning

confidence: 99%

See 1 more Smart Citation

Knowledge Reuse in a Small Company in the Water Treatment Industry: A Case Study

Lillemoen

Falk

2020

INCOSE International Symp

View full text Add to dashboard Cite

This paper presents a case study that explores how a small company in the water treatment industry can facilitate knowledge reuse. Small companies often find themselves focusing resources on operational activities and fire‐fighting, preventing them from properly utilizing previously acquired knowledge in new similar projects. We conducted in‐depth interviews with company employees to establish a set of requirements for the new knowledge system. We then gathered theory through a literature review and developed the system iteratively with frequent feedback from employees at the company. The paper includes a case study on an ongoing wastewater treatment plant project in the company. The new knowledge management system is built up of interconnected A3s that provide the user with both a system overview and detailed information. We validated the results through a survey. The survey displayed that employees were positive towards implementing and using the new knowledge management system. We observed that employees were curious during the development process and willingly contributed when required. This paper also presents different barriers and benefits related to knowledge management initiatives in a small company.

show abstract

“…This includes adapting general ideas and solutions to specific situations. In our earlier study of how a technology firm managed its knowledge transfer processes (Raudberget & Bjursell, 2014), it became clear that there were several divergent forces at work within the organisation which had to be dealt with so as to facilitate the transfer of knowledge across projects and departments. The case study company and method of investigation are summarised below, and are followed by a description of the divergent forces (pairs of oppositions) which were identified during the study.…”

mentioning

confidence: 99%

Organising for Knowledge and Learning – A Balancing Act Between Divergent Forces

Bjursell¹,

Raudberget²

2018

Human Resource Management: A Nordic Perspective

Self Cite

View full text Add to dashboard Cite

Investment in knowledge management and knowledge systems are seen as key factors for today's business' development, innovation potential, and general competitiveness. A strategic question for HR departments is how a number of different divergent forces within an organisation can be dealt with so as to best support knowledge and learning within the organisation. The discussion of the divergent forces, or oppositions, which are examined in this chapter are taken from a study of the organisation of knowledge and learning in the context of product development. When such oppositions and issues are made visible and highlighted, then they can actually contribute to an organisation's development work instead of hindering such development (Engström, 2014). In this chapter we examine a number of different oppositions which have been previously identified (at a technology firm) and discuss what they mean, and how they can be dealt with, so as to facilitate the transfer of knowledge between different projects and between departments. Finally, we ask a critical question: What is the HR department's role in this work? Knowledge transferMany organisations wish to secure the knowledge that exists within the organisation because such knowledge is often key to the organisation's competitiveness, irrespective of which area the organisation operates in. Management is constantly in search for new ways to collect and use knowledge resources more efficiently, but such efforts only become meaningful if the knowledge that is collected is shared and integrated into the organisation through practical applications (Rozenfeld et al., 2009;Zahra et al., 2007). The mere identification and storage of knowledge is not sufficient to support the company's strategic work; such knowledge needs to be put to use if any effect is to be realised. There are many different definitions, perspectives, and theoretical models that describe knowledge and knowledge management (Small & Sage, 2006;Alavi & Leidner, 2001), but here we use the concept 'knowledge transfer' to emphasise the practice of knowledge collection, knowledge development, and the application of knowledge in an organisation.Knowledge transfer is one method by which organisations can secure the knowledge and experience which exists in the organisation's employees. Interest in knowledge transfer has increased because there is a need to be part of the development of knowledge in many different areas. If this is not taken advantage of, then organisations run the risk of making the same mistakes over and over again. However, by transferring information and knowledge between different projects, departments, and generations of employees, this problem can be solved. Knowledge-and learning processes need to be supported, and once this happens, the question arises: Which systems and which organisational support exist so as to enable the success of these processes? In the area of product development, there is a need to go beyond existing information-and knowledge systems, by working with new methods and t...

show abstract

A3 reports for knowledge codification, transfer and creation in research and development organisations

Cited by 14 publications

References 20 publications

Implementation of A3 architectural overviews in Lean Product Development Teams; A case study in the Subsea Industry

Implementation of A3 architectural overviews in Lean Product Development Teams; A case study in the Subsea Industry

Knowledge Reuse in a Small Company in the Water Treatment Industry: A Case Study

Organising for Knowledge and Learning – A Balancing Act Between Divergent Forces

Contact Info

Product

Resources

About