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KM-related IT Tools and Quality Management

March8
  • 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
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Knowledge Processing and KM Conceptual Frameworks and QM

March8
  • 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.
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