Production Management Model under the Knowledge Management Approach to Increase Labor Productivity in the Sewing Area of a Garment Production SME

Torres-Blasido, Madeley; Yacha-Solís, Diana; Sotelo-Raffo, Juan; Álvarez, José María da Rocha; Raymundo-Ibañez, Carlos

doi:10.1145/3364335.3364379

Cited by 3 publications

(3 citation statements)

References 8 publications

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“…The preparation of business cases and project approval are also included in this category. This process group determines whether a project is compatible with organizational goals and maybe implemented [6] IEEE has the highest matched papers (17) Nine Paper started the project by determining the scope and needs of the project [7], [13], [16], [18], [29], [30], [36], [37], [42]. At this stage, the research focuses on how deep the project, coverage -project limits, and the estimated rough time the project can be completed [16].…”

Section: Process Model Method and Artifact In Kms Development Based O...mentioning

confidence: 99%

Project Management Methodologies for Engineering KMS based on PMBOK Approach: A Systematic Literature Review

Priyadi

Sensuse

2022

ICoSTEC

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The process of creating, sharing, discovering, and capturing knowledge becomes an intangible asset for an organization. As a valuable asset, Knowledge needs to be managed. There is a tool called Knowledge Management System (KMS). The latest technology and social or structural mechanisms are components to develop KMS. But developing an IT project has a high risk of failure, so it should be managed using a project management approach. A project is a temporary endeavor to make a product or service. It means that a project has a start and an end project phase. Some methodologies which exist do not offer complete stages of development KMS. They do not cover feasibility study activities, lack of clear specification, and lack of closing project phase. The study gap is expected to be loaded up and well explained in this paper through a systematic review of the published literature over the last six years using the Kitchenham method. The results show that most researchers used a predictive approach compared to an iterative, incremental, or adaptive development approach to build KMS. The main result of this study we found 36 processes in the developing KMS. The novelty of this research, we generated a table to map the processes into the model, method, artifact and presented it by group process based on the Project Management Body of Knowledge (PMBOK). The table can help the organization develop the KMS project to improve its effectiveness and competitiveness.

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Section: Process Model Method and Artifact In Kms Development Based O...mentioning

confidence: 99%

Project Management Methodologies for Engineering KMS based on PMBOK Approach: A Systematic Literature Review

Priyadi

Sensuse

2022

ICoSTEC

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“…2 of these papers Rumanti et al, (2016) and, Rahim, Mahmood and Masrom, ( 2016) make an insignificant mention to micro-enterprise choosing to focus on the larger firm sizes, however, 7 papers make a notable contribution toward organisational size being a key factor of KM utility. Torres-Blasido et al, (2019), validate a production model within a manufacturing micro-enterprise that seeks to increase productivity by encouraging its staff to share knowledge through the process of socialization. Pham and Nguyen, (2017), explore the impact of KM on business performance and provides evidence that "there is a difference in understanding and applying KM across three categories of firm size: medium, small and very small enterprises."…”

Section: Stage 2 -Does the Micro-enterprise Need A Different Approach...mentioning

confidence: 99%

“…This implies that the smallest of firms would find it easier to change organizational culture and have fewer strata of management to contend with. Despite Alvarez et al (2019) focus on KM in a factory production line, their paper recognizes that a key challenge of SMEs is "low human productivity" which they attribute to the prioritization of production numbers over a "practice of knowledge management within their production chain". This is evidence that SMEs involved in a production line setting either negate the benefits of KM or may not justify its implementation.…”

Section: Stephen Hall Et Almentioning

confidence: 99%

Knowledge Management for the Micro Enterprise: A Taxonomy

Hall

2023

ECKM

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Knowledge Management Systems enhance innovation, increase operational efficiency, and improve decision-making in business organisations. The administrative and resource overheads required to implement and maintain such systems, however, inherently exclude the smallest of firms from reaping these benefits. This paper aims to identify, evaluate, and summarize the distribution of research on knowledge management and supporting systems across business size classifications with a particular focus on micro-enterprises. It also seeks to establish if existing knowledge management models, practices, and systems have invested due consideration in their design to cater for the limited resources typically found in the micro-enterprise. It contributes new insight into the applicability of knowledge management systems to micro-enterprises and stimulates a possible re-think of how such systems can cater for the specific constraints of this prolific business type. This taxonomy provides a thorough analysis of 168 research papers from a total of 10511 papers published in reputable conference proceedings since 2012. It focuses on key knowledge management themes covered, including the size of the enterprise, the adoption challenges, the potential benefits, the technologies used, and the aspects of the knowledge management cycle that are being employed. Furthermore, it draws on this analysis to highlight the appropriateness of existing knowledge management systems to the distinctive risk and opportunity characteristics of the micro-enterprise.

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A Taxonomy of Knowledge Management Systems in the Micro-Enterprise

J. Hall,

Smith,

Baskent

et al. 2024

IJOM

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Knowledge Management Systems enhance innovation, increase operational efficiency, and improve decision-making in business organisations. The administrative and resource overheads required to implement and maintain such systems inherently exclude the smallest of firms from reaping these benefits. This research aims to identify, evaluate, and summarize the distribution of research on knowledge management and supporting systems across business size classifications with a particular focus on micro-enterprises. It also seeks to establish if existing knowledge management models, practices, and systems have invested due consideration in their design to cater for the limited resources typically found in the micro-enterprise. It contributes new insight into the applicability of knowledge management systems to micro-enterprises and it stimulates a possible re-think of how such systems can cater to the specific constraints of this prolific business type. This taxonomy is the result of a thorough analysis of 168 research papers from a total of 10511 papers published in reputable conference proceedings since 2012. It focuses on key knowledge management themes covered, including the size of the enterprise, the adoption challenges, the potential benefits, the technologies used, and the aspects of the knowledge management cycle that are being employed. Furthermore, it draws on this analysis to highlight the appropriateness of existing knowledge management systems to the distinctive risk and opportunity characteristics of the micro-enterprise.

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Production Management Model under the Knowledge Management Approach to Increase Labor Productivity in the Sewing Area of a Garment Production SME

Cited by 3 publications

References 8 publications

Project Management Methodologies for Engineering KMS based on PMBOK Approach: A Systematic Literature Review

Project Management Methodologies for Engineering KMS based on PMBOK Approach: A Systematic Literature Review

Knowledge Management for the Micro Enterprise: A Taxonomy

A Taxonomy of Knowledge Management Systems in the Micro-Enterprise

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