Process knowledge generation and knowledge management to support product quality in the process industry by supervisory control and data acquisition (SCADA) open systems

Landryová, Lenka; Irgens, Christopher

doi:10.1080/09537280500223772

Cited by 17 publications

(7 citation statements)

References 3 publications

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“…There is a vast literature pointing out that KM is becoming a key strategic factor in the current industrial environment (Wadhwa and Saxena 2007;Yang 2008;Choi and Jong 2010;Garrido-Moreno, Lockett, and Garc ıa-Morales 2014;Kim et al 2014;Chen and Fong 2015;Del Vecchio et al 2017;Zerbino et al 2018). Moreover, authors highlighted the positive impact that knowledge management has on a variety of performance, such as economic and financial performance (Bagnoli and Vedovato 2012;Liu and Abdalla 2013), market performance (Daud and Yusoff 2011;Beck and Schenker-Wicki 2014), operational performance (Lillehagen and Karlsen 2001;Landryov a and Irgens 2006;Fugate, Stank, and Mentzer 2009;Soon and Zainol 2011;Delen et al 2013), human performance (Gholami et al 2013;Wei, Choy, and Chew 2011) and organizational performance (Fugate, Stank, and Mentzer 2009;Hong et al 2014;Liu and Abdalla 2013).…”

Section: Introductionmentioning

confidence: 99%

Efficiency and effectiveness of knowledge management systems in SMEs

Centobelli

Cerchione

Esposito

2019

Production Planning & Control

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This paper proposes a 3D fuzzy logic methodology to assess the efficiency and effectiveness of knowledge management systems (KMSs) adopted by small and medium enterprises (SMEs) and identifies a classification bringing together the behaviour of SMEs when adopting KMSs. The proposed methodology was previously tested on an individual SME and then implemented on a sample of SMEs. The results highlight that there is an ample variety of behaviours related to the nature of knowledge and the KMSs used. Specifically, four typologies of behaviour are identified: the efficient and effective SME, the effective but inefficient SME, the efficient but ineffective SME, and the inefficient and ineffective SME. The results show that only 18% of surveyed SMEs are efficient and effective for both KM-Tools and KM-Practices, the remaining 82% are inefficient or ineffective for KM-Tools and/or KM-Practices. Lastly, the paper shows how this methodology may be used by an SME as a managerial tool to suggest appropriate changes to improve the efficient and effective adoption of KMSs supporting SMEs in the knowledge management processes.

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Section: Introductionmentioning

confidence: 99%

Efficiency and effectiveness of knowledge management systems in SMEs

Centobelli

Cerchione

Esposito

2019

Production Planning & Control

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“…By effective use of knowledge management, SMEs can overcome these problems and develop sustainable businesses (Durst and Edvardsson, 2012). Activities related to knowledge management, such as knowledge acquisition and knowledge sharing are difficult, time consuming and require a certain level of trust (Durst and Edvardsson, 2012;Landryov a and Irgens, 2006;Liu et al, 2014;Thakkar, Kanda, and Deshmukh 2012;Hora and Klassen, 2013;Argote, McEvily, and Reagans 2003;Letmathe, Schweitzer, and Zielinski 2012). SMEs often have limited resources in knowledge management and need confidence to adopt any initiative, which can be built up by improved approaches tested in SMEs.…”

Section: Introductionmentioning

confidence: 99%

Knowledge management practice for effective operations in SMEs

Mishra

2019

Production Planning & Control

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“…The case information acts as structured experience knowledge for supporting unclassified decision-making. Landryova and Orgens [16] developed a rule-based expert system that combines process monitoring systems to support process management in the oil industry. The use of the rule-based system was prepared as a collaborative application to generate knowledge about the corrosion states of process equipment.…”

Section: Figure 1 Data Information and Knowledge [5]mentioning

confidence: 99%

Intelligent experience based support tools for aerospace manufacturing technology selection

Evans

Lohse

Summers

2012

2012 IEEE Aerospace Conference

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Data, information and knowledge have become an important commodity for manufacturing organizations in recent years. The effective capture and reuse of these 'commodities' can assist world-class organizations in maintaining competitive advantage. In the field of manufacturing technology selection, there is a vast amount of experienced information and knowledge sources supporting each phase of the process. These include documentation, technology catalogues, applied technologies and case studies, as well as a range of informal and formal information developed through discussions and meetings.The effective utilization and application of these information and knowledge commodities can assist organizations in next generation decision-making to ensure they select and invest wisely in optimized systems. This paper presents background literature of knowledge acquisition in manufacturing. The data, information and knowledge generated within the technology selection process are then studied. A conceptual framework to improve expertise transfer is presented for manufacturing technology decision support. The model identifies the link in a manufacturing organization to combine and improve the overall approach to manufacturing technology investment by collating relevant experience.

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Process knowledge generation and knowledge management to support product quality in the process industry by supervisory control and data acquisition (SCADA) open systems

Cited by 17 publications

References 3 publications

Efficiency and effectiveness of knowledge management systems in SMEs

Efficiency and effectiveness of knowledge management systems in SMEs

Knowledge management practice for effective operations in SMEs

Intelligent experience based support tools for aerospace manufacturing technology selection

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