A model of knowledge processes
in a manufacturing company
Anil B. Jambekar and Karol I. Pelc
School of Business and Economics, Michigan Technological University,
Houghton, Michigan, USA
Abstract
Purpose – The core purpose is to offer a framework that integrates key insights from the literature
on knowledge creation, learning and problem solving in conjunction with mapping of customer needs
into a closed loop model of knowledge processes in a manufacturing environment.
Design/methodology/approach – Based on review of literature on knowledge creation and
synthesis of a conceptual model that connects the life-cycle of knowledge and know-how with core
product and business processes of a manufacturing company. Specification of requirements and
design of a managerial dashboard are illustrated with a case of a medium-sized manufacturing
company.
Findings – The paper presents properties of knowledge and know-how creation processes in
manufacturing environment and proposes the integrated model of those processes. Furthermore, the
paper recommends a four-stage approach that can be utilized to create a firm-specific knowledge
management system. The model is applied for design of a managerial dashboard system for
manufacturing company.
Research limitations/implications – Although the model conceptualized is generic, it will benefit
from additional applications in different manufacturing settings. Further research has been planned.
Originality/value – For practising managers, the model facilitates productive thinking to integrate
knowledge and know-how generation that is a consequence of business problem solving and
knowledge accumulation and dissemination infrastructure. A new integrated model of those processes
is proposed and used for the design of the managerial dashboard.
Keywords Business planning, Knowledge processes, Manufacturing systems, Value chain
Paper type Research paper
1. Introduction
With advancements in information and communication technologies, every
manufacturing firm can potentially compete in two worlds: a physical world of
resources and a virtual world of information and knowledge. The latter offers a new
locus for value creation. At the same time, organizational learning and knowledge
creation have emerged as key strategic concepts and have been found to enhance
absorptive capability for innovation. Information and communication technologies are
synergistic with the learning organization concepts (Senge, 1990). If the technologies
can truly support communication, collaboration, and coordination, then the
technologies would play an enabling role for the learning organization. The
cumulative organizational knowledge resides in business processes and in heads of
the people employed by the organization. The organizational performance is the
consequence of dynamic interactions of tasks undertaken by employees to meet
the goals of the business processes.
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/1741-038X.htm
A model of
knowledge
processes
315
Received February 2005
Revised June 2005
Accepted July 2005
Journal of Manufacturing Technology
Management
Vol. 17 No. 3, 2006
pp. 315-331
q Emerald Group Publishing Limited
1741-038X
DOI 10.1108/17410380610648281