• What the contribution of KM to QM is implicit in previous slides
• QM relies heavily on knowledge production, and it emphasizes systematic statistical, even scientific studies to bring quality to the modern enterprise
• What KM will contribute to QM is KM’s continuing, evolutionary development of effective programs, policies, and rules that accelerate innovation in QM and enhance the ability of QM-related knowledge processes to eliminate error and produce survivable knowledge claims on which QM decisions and business process actions can be confidently based
• More specifically, KM can also contribute
  • Conceptual frameworks for thinking about knowledge processing and improving its character
  • Validation frameworks that can help individuals and groups test and evaluate knowledge claims
  • Social process-based techniques for enhancing KCF, KCV, and I and G learning in the plan and study phases of the PSDA cycle
  • Metrics for studying and evaluating knowledge processing in QM
• More specifically, KM can also contribute
  • IT tools for supporting knowledge production and knowledge integration in QM including Enterprise Knowledge Portals, IAs, collaborative software, software supporting group decision making, assessment capture software and other software applications reviewed earlier

  In sum, the contributions of KM to Quality Managemen decisions are indirect, but they can have a pervasive positive impact on knowledge processing in QM and through this impact can effect both QM decisions and business processing

• Quality Management software, at present is very focused on functionality related to QM
• Diverse in nature, with an emphasis on specialized functionality rather than comprehensiveness
• Not strongly oriented toward integration with Enterprise multi-tier computing architecture
• Not up-to-date with respect to recent IT innovations such as distributed computing and intelligent agents, powerful content management software, EIPs, collaborative software, text mining software
• in short, QM software is at the beginning of its evolution in an enterprise context
• EIP software could integrate diverse QM software applications
• It could also integrate QM software into the enterprise computing structure, thus making acceptance of the software more palatable
• Software for supporting communities of practice can support knowledge production about quality
• Knowledge portal software supporting e-CRM can provide support for continuous assessment of customer needs and wants, and better measurement of the “voice of the customer”
• Text mining and semantic networking software can strengthen knowledge claim formulation about quality as well as collaboration on quality models and projects
• Quality management has already begun to use Balanced scorecard, group decision processing, modeling and data mining tools
• In general, there is already some overlap between KM- related IT tools and QM-related software applications.
• In the future, this overlap will grow
• Eventually knowledge portals will provide a context for QM software application support and will supply a broad range of general functionality for quality management

• Earlier we listed primary differences between KM and QM in their underlying conceptual approaches.  various KM-related conceptual frameworks, the following points should have emerged very clearly.
  • The combined organizational learning/CAS/KLC/Metaprise/ sustainable innovation approach to KM is much more oriented toward emergence than the various QM frameworks, while still emphasizing causal analysis.
  • The KM frameworks have much less emphasis on leadership control as a key factor and much more emphasis on leadership as facilitative mechanism.

• The KM conceptual framework is consciously fallibilist inorientation, while continuing to emphasize the importance of validation.
• The KM conceptual framework emphasizes a network of nested OLCs rather than a single Plan-Do-Study- Act cycle, and it also emphasizes the double-loop nature of organizational learning and its translation into the knowledge production and knowledge integration processes of the KLC in the organizational context.
• The combined KM conceptual framework is much more hierarchical than the QM conceptual framework with its Meta-KM and metaprise orientations.
• Sustainable Innovation as an organizing principle is much more central to KM than it is to QM.
• QM is very focused on performing knowledge processing in order to decide how to manage business processes in order to produce quality in products and services
• It is not focused on managing knowledge processing in order to accelerate innovation to solve problems in business processing whose effect is to produce inadequate quality in products and services.

• Structural
  • Channels of communication
  • Information systems
  • Physical environment
  • Procedures and routines
  • Systems of incentives
• Behavioral
  • The qualities, meanings and feelings that habitually condition patterns of interaction within an organization

• Replication
  • Sharing “best practices”, process improvement ideas between entities – plants, shifts, departments, locations
  • Overcoming
    • Not Invented Here
    • We’re special
    • We’ve already tried that
    • Fear of appearing that you can’t solve your own problems

• Documentation
  • The identification, documentation and dissemination of a better way
    • When should a better way be standardized
    • How do we update our documents
    • How do we quickly and completely disseminate the new documentation so that it is implemented

• Three layers whose interaction allows the creation and accumulation of knowledge
  • Business layer – the traditional hierarchy
    • Acquires, accumulates and exploits explicit knowledge
  • Project teams – Task force
    • Creates new knowledge
  • Knowledge base – Not an organizational entity
    • Recategorizes and reconceptualizes knowledge generated from the other layers
    • Corporate vision and culture
    • Technology

Basic Premises

• Knowledge
  • A change in the range of potential behaviors
• Organizational learning systems and knowledge management systems
  • All organizations have organizational learning / knowledge management systems
  • Quality management provides the context for an organization’s organizational learning / knowledge management system

Organizational Knowledge Creation

• The capability of a company as a whole to create new knowledge, disseminate it throughout the organization, and embody it in products, services, and systems
• Requires the initiative of the individual and the interaction within a group

• Tacit and explicit knowledge
• Knowledge spiral
• Core of knowledge creation is at the group level
• The organization provides the enabling conditions
• Is nonlinear and interactive

Hypertext Organization

• Three layers whose interaction allows the creation and accumulation of knowledge
  • Business layer – the traditional hierarchy
    • Acquires, accumulates and exploits explicit knowledge
  • Project teams – Task force
    • Creates new knowledge
  • Knowledge base – Not an organizational entity
    • Recategorizes and reconceptualizes knowledge generated from the other layers
    • Corporate vision and culture
    • Technology

SECI atau Knowledge Spiral adalah formula yg di buat oleh Ikujiro Nonaka.

SECI adalah singkatan dari Socialization – Externalization – Combination – Internalization.

Proses sosialisasi (socialization), yakni mengubah tacit knowledge ke tacit knowledge lain. Ini adalah hal yang juga terkadang sering kita lupakan. Kita tidak manfaatkan keberadaan kita pada suatu pekerjaan untuk belajar dari orang lain, yang mungkin lebih berpengalaman. Proses ini membuat pengetahuan kita terasah dan juga penting untuk peningkatan diri sendiri. Semakin sukses kita menjalani proses perolehan tacit knowledge baru, semakin banyak explicit knowledge yang berhasil kita produksi pada proses eksternalisasi.

Proses eksternalisasi (externalization), yaitu mengubah tacit knowledge yang kita miliki menjadi explicit knowledge. Bisa dengan menuliskan know-how dan pengalaman yang kita dapatkan dalam bentuk tulisan artikel atau bahkan buku apabila perlu. Dan tulisan-tulisan tersebut akan sangat bermanfaat bagi orang lain yang sedang memerlukannya.

Proses kombinasi (combination), yaitu memanfaatkan explicit knowledge yang ada untuk kita implementasikan menjadi explicit knowledge lain. Proses ini sangat berguna untuk meningkatkan skill dan produktifitas diri sendiri. Kita bisa menghubungkan dan mengkombinasikan explicit knowledge yang ada menjadi explicit knowledge baru yang lebih bermanfaat.

Proses internalisasi (internalization), yakni mengubah explicit knowledge sebagai inspirasi datangnya tacit knowledge. Dari keempat proses yang ada, mungkin hanya inilah yang telah kita lakukan. Bahasa lainnya adalah learning by doing. Dengan referensi dari manual dan buku yang ada. misalnya, saya mulai bekerja, dan saya menemukan pengalaman baru, pemahaman baru dan know-how baru yang mungkin tidak saya dapatkan dari buku tersebut.