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Identify redundant work activities and eliminate them by applying useful KM practices

Conduct an audit of the speed of business processes and initiate appropriate KM practices to make them faster

Codify the organisation's key process models, analyse their connecting interfaces and optimise knowledge and information exchange through these interfaces

Create and execute a KM strategy using an integrated model

Identify and synchronise initiatives related to the management of knowledge as well as those related to the management of information

Create knowledge maps of the organisation to clarify the knowledge-intensive business processes and support them with appropriate KM methods

Redefine job specifications to diminish managerial hierarchy and cultivate a team ethos within business functions

Create a KM team comprised of representatives from each business function

X- Matrix For TCL

Create a process-oriented organisational structure throughout the value-chain

Create an organisation-wide job-rotation scheme

Establish a Mentor scheme

Elimination of 40% of redundant work activities within five years Year-on-year improvement in the speed of business processes

Sharing of knowledge by senior management team Motivation classes to marketing team with tacit knowledge sharing to know the customer better

Year-on-year increase in the number of implemented value adding continuous business processes Year-on-year increase in the stock of knowledge assets Year-on-year increase in the number of synchronised activities Annually, identify at least five new KM initiatives that enhance the organisation'sincrease in employee Year-on-year knowledge assets perception of managerial collaboration increase in employee Year-on-year satisfaction with inter-departmental collaboration Process-oriented organisation structure established and implemented internal job rotation An employee in three years frequency of 2 years All employees with less than five years service to have an experienced godparent business Active CoP within each function and cross-functional CoPs at points tacit knowledge and conversion to useful Efficient of interaction K-Nuggets Customer Relationship Management (CRM) and Supply Chain Management (SCM) portal Key account manager (KAM), Customer/Dealer, Supplier Portals help KAM workshops Skill and knowledge gap identification and training Use of Innovative process

Improve Satisfaction of employee and improve capability Reduce Inventory

Number of CoPs actively producing new KM initiatives at a functional or cross-functional level

Percentage of employees with less than five years service who have a godparent and percentage of experienced employees who act as a

Percentage of employees engaged in a planned two year job rotation scheme

Continuously updated on-line employee satisfaction survey, based on a Likert scale, producing an average satisfaction rating

Continuously updated on-line employee satisfaction survey, based on a Likert scale, producing an average perception rating

Maintain a register of new KM initiatives implemented identifying the projected and actual present value of the initiative

Maintain a register of new synchronised activities implemented identifying the projected and actual present value of each activity

The average, weighted according to organisational significance, of the percentage change in average employee service, average level of

Maintain a register of new value adding continuous business practices implemented identifying the projected and actual present value of each

Year-on-year change in processing time for a basket of organisational transactions

Cumulative percentage of identified redundant work practices successfully eliminated

Annual Objectives

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10% inprovement in customer satisfaction

Conduct community building by establishing communities of practice (CoP)

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From Vision and Mission / Objectives / Goals

Achieve 10% reduction in TIR (total incident rate)

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10 % increase in knowledge gap identification Reduce Inventory by 5% Increase productivity by 10% Increase Sales of 5%

10% increase in Titli initiative

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Improvement Projects

Improve Productivity and Sales

No Lost Time - Safety


Links to Attachment

KM is an integral part of the organisational culture

Specific Action Projects

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Percentage of required changes satisfactorily implemented

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Manufacturing Engineering Continuous Improvement

Operations

Planners/Schedulers

Shipping/Receiving

Sourcing

Product Engineering

Responsible Teams/ Persons

Materials

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Plan Adj. Forecast Actual

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Root Cause and Tracking For Missed T


Sr.No Missed Targets Why #1 Why #2 Why #3

Tracking For Missed Targets


Why #4 Why #5 Countermeasure/Action Planned