knowledge

Industrie 4.0 with the digitisation of products and processes offers companies a large pool of information for process optimization. In many cases these information cannot be used directly in the textile industry, as raw materials are subject to natural fluctuations and the influencing factors and interactions of many product and process parameters are only partially known. In this contribution, an approach is presented that combines information from production with the experience of the employees and thus supports product and process optimization. The approach is based on the machine learning method “Case-Based Reasoning”.

The increasing digitalization of the working environment has significantly influenced the dynamics of almost all sectors. It is responsible for fundamental changes of surrounding conditions and poses new challenges to organizations. New knowledge and new competencies have to be accumulated in ever shorter intervals. The directed selection, utilization and development of relevant knowledge and required competencies have to be planned and realized systematically. Within a research project, funded by the Federal Ministry for Labour and Social Affairs (BMAS), a self-assessment tool has been developed that is meant to support organizations in dealing with the critical success factors knowledge and competencies. The presentation of this tool is objective of the article at hand.

Today knowledge is the company’s main resource. To be competitive, companies need qualified employees who are able to use their knowledge for solving problems. Especially in the field of product development it is essential that relevant knowledge is available. Knowledge Management is one important module of the concept of Lean Development. The Sulzer Mixpac AG has established Lean Development in its structure, while knowledge management has been introduced to the organization. This article provides background information. Sulzer Mixpac has followed the Toyota principle: “Before we build cars, we build people!”

For many years now, it is a widespread goal of knowledge management to employ knowledge as a resource: Projects aim - but often fail - at optimising processes of generating, distributing, and applying knowledge. This can be attributed in many cases to (one of) three causes: - The basic difference between “knowledge” and “data” is misunderstood - The benefit of knowledge management seems to be regarded as inevitable, while it is not defined as a tangible goal - Projects focus on ideal concepts and processes, losing contact with organisational realities We show how to avoid those pitfalls, how to identify the potential of knowledge management and how to realise it.

In the past the dynamics of the markets in interaction with an increasing globalization led to the fact that industries concentrated more and more on their core competences. By the reduction of the companies vertical integration value-added processes were outsourced in the same measure as supporting activities. In order to be able to meet the so developing complexity, production and logistics networks were formed to enhance the co-operation between the enterprises in a long-term and stable form. In these networks beside products and semi-finished materials also knowledge and information are produced and transferred. The protection and division of knowledge, experience and behaviours are of a special relevance if e.g. a participant leaves the network. In such a case the question arises whether and how the knowledge of the separating participant can be particularly retained for the network and a possible advancing producer, in order to not disturb the efficiency of the network. For the ...

Knowledge as strategic resource becomes even more important now than in the past, because of the turbulent change experienced by a company and its operating environment. Therefore, innovative service companies attempt to bundle the existing knowledge in the company and to use it optimal. Through the accumulation of know-ledge, competencies arise which the competitor has difficulties imitating and which create a competitive advantage. The learning history method can now help to recover implicit knowledge in the company, to improve processes and to strengthen the service competence.

The adoption of knowledge within an enterprise to its strategic aims is a requisite for realising these aims. But the necessary knowledge for it can’t be provided in a large amount from outside of an enterprise. So, the knowledge within an enterprise has to be enhanced by certain means of on-the-job training. This article shows some opportunities for e-learning in education and their relevance for on-the-job training. It is based on the experiences in using elearning in courses at the Institute for Manufacturing Engineering and Production Management.