POWER SECTOR MANAGEMENT SERVICES

WELCOMES YOU

TO PRESENTATION ON

KNOWLEDGE

Jan’2002

MANAGEMENT

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KNOWLEDGE MANAGEMENT

Jan’2002

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What is knowledge ?

Information is all about knowing what occurred / happened / resulted.

Jan’2002 Knowledge is all about acquiring information and utilising it in a similarly placed situation so that latest action gives value addition over the earlier action.

Information can become knowledge when a human being interacts with it, appropriates it and makes it his own, contextualise it by placing it in relation to other knowledges that are already his own, and internalises it by making it a part of his belief system.

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The strategic use of Knowledge will differentiate better-run firms from the rest.

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Organisations that have world class ambitions will need to nurture knowledge workers.

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The only thing that sets apart one company from another is the quality of people (knowledge workers)

.

Jan’2002

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RADICAL BUSINESS TRANSFORMATIONS EMPHASISE THAT KNOWLEDGE IS VITAL FOR GROWTH AND SURVIVAL Jan’2002

•

Continuous innovation is impossible without knowledge assets.

•

Nothing but knowledge can generate originality of service.

•

Only knowledge enables customer needs to be anticipated.

•

It needs knowledge to leverage all organisational capabilities.

•

Knowledge is the only core competence for coping with challenge and change.

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What is knowledge Management

Jan’2002

?

A systematic and integrated coordination of organisation-wide activities of

acquiring

,

creating

,

storing

,

sharing

,

dissemination

,

developing

knowledge by individuals and groups in pursuit of organisational

goals.

and

deploying

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Jan’2002 Knowledge Management

is akin to `digging for gold in one’s own backyard’. Knowledge Management is all about management of intangibles to deliver tangible results .

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Jan’2002 KNOWLEDGE IS INTANGIBLE ASSETS Knowledge Creativity VALUE ADDITION IS REALISED THROUGH Ideas Relationships

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WHAT DO WE DO IN KNOWLEDGE MANAGEMENT ?

Jan’2002

•Creating and populating a repository of

in-house knowledge

•Valuation of Knowledge •Facilitating the transfer of knowledge •Creating a knowledge sharing

environment

•Building an organisational culture

focused on innovation and knowledge creation

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Jan’2002

Processes Involved in Knowledge Management :

Identification Mapping Capturing Acquiring Applying Storing Sharing Creating

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POWER SECTOR-SOME RECENT ACHIEVEMENTS Jan’2002

•SYNCHRONISATION OF SURATGARH II (250 MW)

FROM BOILER ERECTION START IN 22 MONTHS.

•COMMISSIONING OF LARGEST CFBC BOILERS OF

390 TPH CAPABLE OF UTILISING LOW GRADE FOSSIL FUEL AT GIPCL.

•FIRST EVER COMMISSIONING OF V94.2 OF

SIEMENS DESIGN GT AT FARIDABAD.

•COMMISSIONING OF NEW AUTOMATION SYSTEM

CALLED AUTOMATIC PLANT START UP/SHUTDOWN (APS) & AUTOMATIC PLANT LOAD REGULATOR (APR) AT KATHALGURI & KAYAMKULAM.

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Jan’2002

•CENTRE SET UP AT PS-SR CHENNAI FOR CATERING

TO PRECISION CALIBRATION NEEDS OF BHEL AND OUTSIDE AGENCIES.

•PROCESS IMPROVEMENT FOR CYCLE TIME

REDUCTION-PRE/POST AWARD ENGINEERING ACTIVITIES

•NEW BUSINESS INITIATIVES •E&C OF NON BHEL HYDRO SETS BY PSNR. •RETRO FITTING AND REPAIR OF CNC M/C •SLOW SPEED BALANCING OF KWU TURBINE ROTORS(500

MW) AT KORBA, ALSO ON NON BHEL M/Cs.

•REPAIR OF HIGH PRESSURE COMPRESSORS OF NON-BHEL

MAKE

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Jan’2002

•INTRICATE & COMPLEX WORKS EXECUTED LIKE

DREDGING, FILLING, DYNAMIC COMPACTION AT KAYAMKULAM.

•FACILITIES CREATED FOR TRANSFERING

DRAWINGS/DOCUMENTS THROUGH ELECTRONIC MEDIA BY PSSR .

•COMPUTER AIDED 3D PLANT DESIGN SYSTEM

(PDMS) DEPLOYED ON A LIVE PROJECT AT DVB PRAGATI.

•EXPERTISE BUILT FOR IN-SITU REPAIRS LIKE

GENERATOR STATOR WINDING/TURBINE BLADES/ROTORS ETC.

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•HIGH VIBRATIONS OF KN SERIES TURBINES AT GIPCL & JINDAL •GENERATOR SPECIFIC PROBLEMS AT KAYAMKULAM,

UNCHAHAR & BAKRESHWAR

•VIBRATION IN REAR BEARING AT RAICHUR VI •GENERATOR TRANSFORMER AT WANAKBORI •X-20 JOINTS IN MS & HP BYPASS LINES AT VINDHYACHAL •GAS LEAKAGE IN 220KV SF6 CIRCUIT BREAKER AT KATHALGURI

CCP

•SUPPLEMENTARY FIRING OF HRSGs OF INDUSTRIAL SETS •HUMMING SOUND IN COMBUSTION CHAMBER OF FARIDABAD GT RPS

HOW SUCCESSFUL ARE WE CAPTURING, STORING, SHARING & APPLYING KNOWLEDGE GAINED FROM TROUBLE SHOOTING & SUCCESS STORIES?

Jan’2002

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•NR -

Darpan , TS Feedback

•ER-

Anubhav, Tech 2K.Com

•WR- •SR

Reaching Out, Technical Share SR News, TS Tidings

•TSHQ-

Feedback Journal , Annual Performance Report on Thermal & Nuclear Sets New Horizons ,

•PS:MSX-

Power Sector Operations Overview booklet, PRAYAS , POWER MAP

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WHY KNOWLEDGE MANAGEMENT ?

Jan’2002 GOOD DECISIONS ARE RARE BUT MISTAKES KEEP ON REPEATING OUR EARNINGS AND BUSINESS IS FROM KNOWLEDGE.DO WE KNOW HOW TO REVIVE OUR BUSINESS IN CASE OF MAJOR DISASTER?

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Jan’2002

Fall out •Mistakes do get repeated in the

company.

•Non-uniform / lack of alternative

procedures and systems in different units.

•

Wastage of human resources due to Resignations, VRS, Deaths leads to Brain-Drain resulting in continually reinventing wheel .

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Jan’2002

•What do we do if knowledgeable

people suddenly leave ? How can we ensure that what one department or division learns is widely shared throughout the company?

Power Sector Executives Knowledge Pool No. of Executives : 1585 Total BHEL Experience : 33000 years Average Experience in BHEL : 20.8 years

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Jan’2002 Total BHEL Experience - Power Sector Executives 9655 5370 6787 7301 2436 32 20-25 523 805 25-30 E1,E2 30-35 E3 35-40 E4 40-45 E5 Age Group(Yrs.) 45-50 50-55 55-60 E6,E6A,E7 GM,ED GM,ED

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Jan’2002

MISSING LINKS (KAMZOR KADI)

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•

Jan’2002 Ways to capture and disseminate valuable

• Unrecorded

information on best practices hardly exist.

history/ useful experiences of specialists.

• Success Stories are neither shared

nor related.

•

Lessons are learnt but not shared.

• Ignorance in the company about

what they already know.

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Jan’2002 HE WHO KNOWS NOT , AND KNOWS NOT THAT HE KNOWS NOT .

He is a Fool. SHUN him.

HE WHO KNOWS NOT, AND KNOWS THAT HE KNOWS NOT He is Ignorant. TEACH him.

HE WHO KNOWS , AND KNOWS NOT THAT HE KNOWS He is Asleep, AWAKE him.

HE WHO KNOWS, AND KNOWS THAT HE KNOWS He is Wise, FOLLOW him.

- an Arabic Saying

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Jan’2002

NEED FOR INTRODUCTION OF KNOWLEDGE MANAGEMENT

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Jan’2002 FOR ACTUALISATION OF ORGANISATIONAL VISION THERE IS NEED TO BUILD INTELLECTUAL ASSETS GENERATE COMMUNICATE/ DISSEMINATE/ SHARE GAINFULLY UTILISE

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INTEGRATED APPROACH 1.CREATE :

DATABASE

2.ESTABLISH: INFRASTRUCTURE Jan’2002 MENTAL

•LEARNING ATTITUDE •RECORDING &

SHARING CULTURE

•DISCIPLINE

PHYSICAL

•RESOURCES

– MEN/TOOLS/ AIDS/SYSTEM

•ORGANISATION RPS

Jan’2002

DATABASE

• Organisational yellow pages • Best practices system that

captures lessons learnt

• Competitive intelligence

(Environmental Scanning)

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Jan’2002

A LEARNING ORGANISATION...

•Is an active philosophy; not merely an

organisational system

•Believes that its only competitive advantage is

learning

•Encourages people to learn to produce the

results they desire

•Nurtures creative and innovative patterns of

collective learning

•Develops fresh organisational capabilities continuously RPS

AND ITS MAIN ADVANTAGES ARE Jan’2002

•It uses only knowledge as a

competitive advantage for survival

•It constantly tries to attain total quality

in every sphere

•It builds evolutionary bonds with

customers and vendors

•It is best-suited to cope with incessant

global change

•It creates energised workforces that

evolve with the organisation

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•Not only will the global market reward

learning.

Jan’2002 learning, it will severely punish the lack of

•Inculcation of the disciplines of the

learning organisation will be critical to sustain alliances.

The focus of effective learning should not be what, but how a company learns.

Only the learning organisations can cater to today’s dramatic demands quickly It is the holistic application of putting together the jigsaw that gives it the edge of sustainability.

In time, everything - except knowledge will become a competitive catch-up.

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It CAN BE CREATED BY …..

Jan’2002

•Keeping the company in a state of

constant meaningful change

•Cultivating diversities in the

functioning of an organisation

•Creating mechanisms to abandon

old and obsolete knowledge

•Building settings where people

collectively learn and take decisions

•Disseminating learning throughout

the organisation systematically

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Jan’2002

PEOPLE

ARE CRUCIAL …..

•The exclusive source of knowledge for

organisations is people.

•Individual knowledge is the starting

point for organisational knowledge.

•The knowledge pool of each individual

cannot be replicated

•Only people can spread knowledge

resources across the company.

•

It is only people who can convert knowledge into efficient action.

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Knowledge Management Depends Upon Acceptance and Effective Utilisation of Technologies Jan’2002 Buying a computer does not make one a better programmer. Similarly, just acquiring new technologies does not make an organisation better at Managing Knowledge. What is critical is acceptance and effective utilisation of the technologies.

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Jan’2002 Human Denominator in Knowledge Management

•The key issue is not about the latest information

technologies, but whether these technologies are used within, and for facilitating, a culture of information sharing, relationship building and trust.

•There has been a growing realisation that

investments in information technology haven’t paid off in performance. The key to success is not (just) the system but what people make of it.

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Jan’2002

Knowledge Creation Spiral

Perform Learn Manage Record Perform Learn

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THOUGHTS TO CARRY WITH US 1.

In future, it is either “ KNOW MORE or NO MORE” 2.It is not “Knowledge is Power but Knowledge sharing is Power” 3.Ask Right Questions from Right People and take actions based on Knowledge.

TASK AHEAD MAKING KM A REALITY

Jan’2002

WE SEEK YOUR SUGGESTIONS & VIEWS ON HOW TO USHER IN.

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KNOWLEDGE MANAGEMENT

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