KNOWLEDGE MANAGEMENT

Samsung Advanced Institute of Technology

SYNDICATE GROUP 5A
Christopher Bonauli 29319130
Djeri Oktafyan Wowiling 29319162
Fadila Karunina 29319139
Fredella Neysa 29319124
Galih Ghanesa Cakra Nugroho 29319103
INTRODUCTION
● Samsung Group successfully established itself as a Global Multi-technology
Leader after numerous efforts over years on R&D and technology. Samsung
became the world’s most profitable technology company known for its product
innovation and quality.
● Since 1999, the number of local patents has increased more than 15 times and over
the last 10 years, the market capitalization of Samsung Electronics has grown by
over 700%
● These success of were achieved mainly because of the contribution of Samsung
Advanced Institute of Technology (SAIT).
BRIEF HISTORY OF KM AT SAIT
● Samsung Advance Institute Of Technology (SAIT) was established in 1987 to
carry out KM-based activities as well as the implications of management support
to achieve goals based on success in R&D organizations.
● SAIT's mission: "unlimited breakthrough search"
● SAIT’s tasks : Knowledge, Identification, Creation, Delivery;
● KM is used as the central management tool at SAIT;
● SAIT’s role: to develop innovative new technologies and then to transfer them to
appropriate Samsung business units for commercialization.
 KM DEVELOPMENT PHASES
UP UNTIL 1999
FOUNDATION & INFRASTRUCTURE
New Objective Statement & SAIT Strategic Goals:
“To become a great company and a global business
leader in the true sense”
SAIT’s Infrastructure Development:
1987 - SAIT founded as Samsung Group’s R&D Hub
1989 - Computer Aided Engineering as R&D
methodology
1992 - Supercomputer installed for high level research
1997 - Long-term plan established
1998 - Specialized HR system for R&D introduced
1999 - SAIT standard process activated
1999 - 2003
INTEGRATIVE IT-BASED KM
SYSTEM (KMS)
A Systematic Knowledge Management (KM) program:
❖ IT-based KM System
❖ Process-based KM Approach
❖ Cultural/Behavioral Change Management
The IT-based KMS enabled SAIT to manage knowledge
transfer and the sharing process not only within the
group but also with the customer (affiliate companies).
A Process-based KM approach made it possible for
SAIT to clearly identify core knowledge components
and their mechanisms. Everybody in Samsung could
know & understand:
➔what knowledge would be created,
➔in which stage in the process,
➔in what format should be reported-delivered-
reutilized
AFTER 2003
INTEGRATED KM & OTHER
MANAGEMENT INTO THE WORK
PROCESS
KM had been accepted as the Standard Tool at SAIT.
SAIT aligned & synchronized work processes &
methodologies between KM & Six Sigma.
SAIT ready to expand the KM scope which focused on
research quality enhancement among these
dimensions:
1. Research quality assurance (key knowledge
experts/Knowledge Managers as the
evaluator)
2. Research result diffusion (effective &
diffusing created knowledge between SAIT)
3. Research project flexibility (IT-based KMS
supporting customization of the research
process)
KM INITIATIVES AT SAIT
1. Process-Based KM: A standard process of SAIT which consists of 5 phases:

(Concept-> Feasibility study-> Technology & Process Development) -> Technology

Transfer-> Value for customer). Each phase requires review to ensure that each project
phase has properly completed the originally planned task;

1. Communities of practice: Discussion groups among the research staff at SAIT and
voluntary manner sharing common research interests (formal and informal);
KM INITIATIVES AT SAIT
1. Patent Expo: Display research ideas and/or challenges in the Expo (can be from
any research group of any technological background);

1. CRC & External Collaboration: Collaboration with an external expert community;

1. Cyber research center: Basic tool to record all research activities

KM INITIATIVES AT SAIT
1. Cultural/Behavioral Initiatives: The KM system shall be fully embedded into the
organization members in order to attain the expectation contribution;

1. Knowledge Intensive Staff Meetings: Internal communication between staffs

which is integrated into formal problem solving process;

1. Praise Ground: Less formal meeting to share KM successful performances to

increase cross functional and cross organizational boundary communications.
LESSON LEARNED
● KM should be implemented in close coordination and alignment with the
organization’s work process
● Subtantial cultural and behavioural initiatives should accompanied KM
implementation: CoPs and Samsung patent expo
● KM’s progress and effectiveness should be closely monitored and evaluated