Process‐based knowledge management system for continuous improvement

Abstract

PurposeThis paper presents a practical methodology for developing a process‐based knowledge management system (KMS) for supporting continuous improvement (CI) and asset management.Design/methodology/approachAn action research methodology was used to develop a KMS to support CI in a manufacturing company. The KMS is evaluated through application in the case study company. This methodology ensures a consistent approach to carrying out all improvement initiatives. The final part of the methodology addresses the construction of an intranet‐based knowledge warehouse. This contains several searchable areas such as existing information on assets, new knowledge generated from projects, details of expertise in the business and links to the key business drivers through the corporate intranet.FindingsThe KMS is shown to support CI initiatives through the utilization of available data already held within the company's management databases (production, quality and maintenance) including consideration of corporate strategic plans. Process models trigger the application of improvement tools and projects in a true CI environment.Research limitations/implicationsThis methodology acknowledges both tacit and explicit knowledge within the company, and it represents an appropriate environment to promote and develop a true learning organization.Practical implicationsThe system developed is shown to be flexible and has been implemented in a manufacturing environment. Financial benefits are presented.Originality/valueThe approach used is novel and integrates several areas of IT and process improvement techniques. The resulting methodology is applicable to large and small companies without requiring major IT support facilities. The methodology supports the development of true learning organizations.