Knowledge Management Systems

Introduction:
Knowledge Management Systems (KMS) is a useful tool to re-engineer the use and efficiency of information systems in organisations.

However, prior to its implementation, the organisational knowledge limitations must be identified, a KMS solution(s) designed and then consideration of a way forward supported by IT - Moteleb and Woodman (2009). Otherwise, the organisation may end up with an under utilised system or one that is later abandoned due to the lack of belief in the need for KMS.

For the purpose of this article, Albion Fabric Limited (AFL), a fictitious fabric company will be explored by The Eagles group.

Challenge:
Inadequate or non-existent staff training is a current problem facing Albion Fabric Limited (AFL) as an organization. This is due to limited resources in terms of time, staff and finance. Staff are thus ill-equipped to deal effectively with clients or suppliers. Very little knowledge, if any is captured, retained and transferred to other staff. Significant knowledge is also lost during staff turnover.

Resolution:
MacSweeney (2002) suggests that the focus of a knowledge strategy can either be inward or outward. Irrespective of the focus, the strategy should not be Information Technology (IT) driven though IT can support a strategy. He further purports that to have a successful KM strategy; the business community has to be involved from the inception and sponsorship from business executives in essential.

The use of KMS can be introduced to AFL to enable the organization to process information, store and manage knowledge thereby helping to stay afloat and in some cases gain and maintain a competitive advantage - Turban et al (2006)

To this end, the focus should be inwards in AFL and management should look at providing online training for both existing and new staff. This would mitigate against knowledge loss due to staff turnover. Training will help bring the new staff to speed on the processes of the organization and suppliers, which the staff will need to interact with.

Online training is also available to existing staff in areas that require skills update, relevant to their roles. It can also be utilized by the organization to cross train other employees in the areas their colleagues are working in to fill any skills gap should any employee be absent due to sickness or leave.

Knowledge based system can also be an essential tool for staff at Albion. Knowledge captured from experts such as design technologists or designers can be stored in a knowledge based system. This can be implemented utilizing the company’s portal or intranet. A simple search facility can be implemented within the portal that links to repositories such as Microsoft Word and Excel, stored in a file structure such as Windows Explorer. The user logs onto the portal and types in word or title of a document or process and the document is made available to them on the portal.
Frequently asked questions (FAQs) made available on the company’s intranet is another solution that may be cost effective and enable Albion staff to save time on finding out about topics that may be vital to the success particular meetings with clients

Outcome:
Employees are more confident in their competence to carry out work effectively and efficiently in their use of scarce resources by the use of knowledge supported by information systems.

The intranet becomes a part of the organizations process. Buyers and garment technologists are educated within Albion about with the use of the internet.

Time is saved trying to locate relevant information and bringing staff up to speed with the organizational processes.

This improves staff morale, which results in a decrease in staff turnover

Reference:
Laudon, K., Laudon, J. (2006). Management Information Systems: Manging the Digital Firm (10th Edition) p434
MacSweeney G., (2002). The Knowledge Management Payback. Insurance and Technology May 6, 2002
Turban E., Leidner D., McLean E, Wetherbe J.,. (2006). Information Technology for Management: Transforming organizations in the Digital Economy (5th Edition) p366
Moteleb A., Woodman M. (2009) “Uncovering a KMSD Approach from Practice”, Electronic Journal of Knowledge Management (eJKM),