Training

Many manufacturing firms are dissatisfied with the fulfilment of their logistic objectives. Instead of investing in ever powerful software tools, it is worthwhile to start out by identifying organizational stumbling blocks and knowledge gaps among employees. For this reason, the Fraunhofer IPA analyzed the training activities in manufacturing businesses when introducing ERP or MES systems. Knowledge gaps point to the need for training the logistics skills of the production operators. This paper describes a simulation game developed for this purpose, which can be used as a building block of the logistics knowledge management of manufacturing firms.

Organizational learning offers a good possibility for enterprises to compete with the dynamics of the market. Under certain conditions, process integrated education not only leads to process optimization in the firms, but also to the beginning of organizational learning. This is of great importance particularly to small and medium sized enterprises, since they normally lack appropriate structures.

An effective knowledge management is only possible through an indirect management, i.e. associated circumstances have to be analyzed and improved. From this objective in German and Turkish enterprises in Istanbul an enterprise study was performed. It has been noticed from the findings of the research that the answers differentiate significantly according to execution of programmed information management activities and the number of employees.

Corporate success depends increasingly on immaterial assets. These are hard to assess, evaluate and shape. Only a few companies manage them systematically. Intellectual Capital Reporting provides a framework and opens the way for sustainable management of intangible assets.

The structuring of office work is of central importance in a modern knowledge society. The expectations on a knowledge worker are increasing constantly. Beside high productivity and best quality one expects flexibility, mobility and readiness for change. For mastering these challenges best work infrastructure is necessary - work places which optimally support the work itself and which offer positive ambience to the employees. Flexible office structures are fulfilling these requirements best. Their introduction requires in turn a goal-oriented change management.

Assembly processes are characterized by increasing complexity. Fast ramp-up is a question of vital importance due to the high invests for production lines. A key factor to success is the integrated reuse of experience concerning similar machines and processes. In many cases experiences from shop floor level remain unused in new projects. A main obstacle on production level is to identify and record experience rapidly and precisely. This concept was developed on the base of the Delphi-Method to process experiences of employees effectively and efficiently.

The allocation of available knowledge, the creation of new knowledge as well as the preparation of knowledge as a foundation for a companywide use are main tasks in the area of knowledge management. Even if the euphoria was declining during the last years, knowledge management instruments can contribute decisively to the creation of value in many divisions. In this article it will be shown how a staffing module, which is based on knowledge management, can make an important contribution for the composition of project teams.

Globalization and structural change exert companies under pressure of permanent change and lead to tasks of increasing difficulty and complexity for executives and high-level personnel. Accordingly the job specifications change and own competences have to be adapted. A holistic approach of managing industrial processes and systems has to be achieved. In order to meet the demand of this lifelong learning of professionals the TFH Berlin offers together with DaimlerChrysler AG the distance learning master study programme Industrial Engineering. It has the intention to impart the knowledge and key skills for an innovative and creative industrial engineer

Preserving and re-using experience and knowledge from employees is a decisive task in industrial engineering. In this context the usage of tools for knowledge management is highly up-to-date, however a concrete implementation starts very unassertively in practise. The article discusses advisability and feasibility of a process-based knowledge management. A method of resolution in form of a knowledge infrastructure is worked out exemplary for the two phases “product planning” and “product design” linking the tools of knowledge management with knowledge-related tasks of the product development process.

The competitiveness of the German industry is depending on its capability to develop and build innovative and thereby better products than other companies. In the future the lead in technical competence of the employees will be the most differentiating factor from international competitors especially in complex production processes. For assessing the competencies of the employees regarding their significance for a company’s strategy as well as for deriving meaningful indicators competence profiles on the team level have to be developed. Starting from that the required competencies for maintaining and expanding the competitiveness can continuously be pursued in the “Kompetenz Monitor”.