For the eighth year of the business of knowledge management, too many enterprises have seen how to interpret an amt knowledge management as "buy a platform, build a knowledge base, finish." that's not true. Tools are only the most superficial, and the bottom is the way the structure moves, human habits are broken, and business processes are rethought. Any part of the project that doesn't make sense changes and ends up being a dead-end bank。
What's so hard about amt knowledge management
The most painful is never technology itself. It's people who don't want to deliver. I'm in a factory in sioux county doing sophisticated parts, and the teacher on the production line has a field experience of calibration parameters, failure judgment, and you put him in the system, and the first reaction is, "this is the guy who eats, the new kid learns in three days." i spent two months grinding the three squad leaders to sign up for the migration, and i almost got a complaint to the general manager。
The classification system is also a pit. A medium-sized manufacturing enterprise with knowledge scattered in r & d, production, quality control, after-sale sectors, in formats ranging from word to excel to even paper documents taking photographs. You're trying to build a uniform label and retrieval system, and the word "challenging" is the same thing, and the word "cracking" is the same thing, but the keyword search is not。
How does amt knowledge management work
Then i figured out a stupid way: don't come up with a big and full platform. First, one of the most painful threads is usually sold after technical support or experience with research and development. The combination of high-frequency failure-processing files, customer communication records and spare parts replacement process is based on amt knowledge management, so that first-line people are actually using it。Don't plan for the big project for three months, see the data actually called and retrieved and then spread down. I tried with a modeling client in shenzhen, and the first month only took the after-sale module, and the live users went from zero to over 200, and the boss came to me and said, "add the r&d."。
The powers and incentives cannot be saved. It is important for him to see how many times the knowledge of those who contributed has been transferred to help them solve problems. Make a simple score or a monthly bulletin. The core is not to make people feel "white-written." there is also a particular risk of neglect: knowledge will expire. The equipment is changed, the process is changed, the old documents are not updatedRetrieving it leads to misleading operationsMore dangerous than lack of knowledge. There must be a mechanism for regular clean-up and version management。
In the end, amt knowledge management is not a hammer trade, it's more like a set of "collective memories" for your entire enterprise. They have to be fed on a continuous basis, adjusted on a continuous basis and phased out on a continuous basis. The first three months were basically a robbery period, during which resistance from all sides, the dirtyness of the data, and the card points of the process emerged. It's over. It's back there。
