TY - THES

T1 - Akkumulation und Externalisierung betriebsinterner Wissensressourcen zur Sicherung der zukünftigen Wettbewerbsfähigkeit eines produzierenden Unternehmens

AU - Turisser, Simon

N1 - embargoed until 09-09-2022

PY - 2019

Y1 - 2019

N2 - Introduction: Based on the example of the leading industrial nations, companies gradually try to secure their long term competitiveness through efficient use of knowledge. In the interests of a knowledge-based society, the success of a company is increasingly linked to the efficient use of knowledge. For several decades, knowledge management have tried to optimize the use of knowledge and have attempted to increase the enterprise value by consciously increasing the intellectual capital in the company. Thus, an Austrian manufacturing company decided to implement the field of knowledge management. The company struggles with a shortage of skilled workers in production and the retirement of long-time employees. By applying methods based on the field of knowledge management, the knowledge of experienced production employees is externalized. The externalized material, then, is saved and stored in the company. The present work is a step-wise and chronological introduction of the implementation of knowledge management in a company. Concretely implemented measures are presented with the integration of new digital technologies. Method: After a brief orientation phase, analyzing the company’s data, implicit knowledge is saved and secured through the creation of video tutorials. For this purpose, the process of assembling an injection mold was recorded on camera and microphone. Afterwards the video and audio data was transformed into Tutorials and integrated into a learning management software (LMS) as part of a pilot project. Later, the LMS was successfully tested on three employees of the company. Using the LMS, further testing on gamification, the assigning to individual learning paths, and evaluating knowledge were successfully completed within the organization. At the end of the five-week assembly process, together with experienced project managers, new process chains were developed, which were also linked to the tutorials. Results: Within the six-month period, a total of 126 tutorials, eleven process chains, and a general presentation were prepared to ensure the implicit knowledge of the employees. The pilot project was also successfully tested in the company. Conclusion: Basically, concrete measures to establish knowledge management were implemented within the six months. For the holistic implementation of knowledge management, however, a further accumulation of all knowledge resources of all departments in the company, as well as a continuous maintenance of the prepared learning contents, are required.

AB - Introduction: Based on the example of the leading industrial nations, companies gradually try to secure their long term competitiveness through efficient use of knowledge. In the interests of a knowledge-based society, the success of a company is increasingly linked to the efficient use of knowledge. For several decades, knowledge management have tried to optimize the use of knowledge and have attempted to increase the enterprise value by consciously increasing the intellectual capital in the company. Thus, an Austrian manufacturing company decided to implement the field of knowledge management. The company struggles with a shortage of skilled workers in production and the retirement of long-time employees. By applying methods based on the field of knowledge management, the knowledge of experienced production employees is externalized. The externalized material, then, is saved and stored in the company. The present work is a step-wise and chronological introduction of the implementation of knowledge management in a company. Concretely implemented measures are presented with the integration of new digital technologies. Method: After a brief orientation phase, analyzing the company’s data, implicit knowledge is saved and secured through the creation of video tutorials. For this purpose, the process of assembling an injection mold was recorded on camera and microphone. Afterwards the video and audio data was transformed into Tutorials and integrated into a learning management software (LMS) as part of a pilot project. Later, the LMS was successfully tested on three employees of the company. Using the LMS, further testing on gamification, the assigning to individual learning paths, and evaluating knowledge were successfully completed within the organization. At the end of the five-week assembly process, together with experienced project managers, new process chains were developed, which were also linked to the tutorials. Results: Within the six-month period, a total of 126 tutorials, eleven process chains, and a general presentation were prepared to ensure the implicit knowledge of the employees. The pilot project was also successfully tested in the company. Conclusion: Basically, concrete measures to establish knowledge management were implemented within the six months. For the holistic implementation of knowledge management, however, a further accumulation of all knowledge resources of all departments in the company, as well as a continuous maintenance of the prepared learning contents, are required.

KW - Knowledge Management

KW - Probst Knowledge Management Model

KW - Wissensmanagement

KW - Wissensbausteine nach Probst

M3 - Master's Thesis

ER -