When organizational knowledge is recorded, it is encouraged to take advantage of the recorded resource, particularly when bringing any changes. Implementing quality checklists and work instructions can be met with resistance, but if all concerned personnel know how important this documentation is, implementation will be easier. Also, the training requirements should be implemented as soon as they are produced.
Systems should be upgraded to incorporate the training for the implementation of work instructions and quality checklists. This incorporation will enable a new person recruited to the team to get the most up-to-date training to start the job. The knowledge database serves as an input mechanism into the design job, so one need to update the system of design process to make sure that design engineers are able to take advantage from the lessons which have been incorporated into knowledge database to ensure that no one bypasses learning or improvement that have been recognized and recorded.
Employees are expected to learn to utilize this system so that they may gradually progress in their jobs. Knowledge can be lost in information, especially when the given information is not analyzed and applied during work. Data are used by organizations by ordering and converting them into useful information. Information provides insight about a process and the relation of data structures. But when this information is only utilized for reports without taking appropriate actions on processes based on this information, then a potential knowledge resource is lost.
Therefore, knowledge is something beyond information that is applied to some processes, machinery, procedure, and gives a comprehensive understanding of a process subject. Considering organizational knowledge as a powerful resource can speed an organization into continual improvement, which can be crucial to the long-term success of an organization. Frequently, organizations don’t understand what crucial knowledge they had until one key employee moves out and systems do not work properly anymore.
This can be a costly method for learning the lesson that it is important to record and regulate organizational knowledge. To avoid this, organizations should take advantage of the ISO 9001:2015 requirements and opt for organizational knowledge recording by making it a strategic theme. The organization often benefits for doing so.
Adebayo is a thought leader in continuous process improvement and manufacturing excellence. He is a Certified Six Sigma Master Black Belt (CSSMBB) Professional and Management Systems Lead Auditor (ISO 9001, 45001, ISO 22000/FSSC 22000 etc.) with strong experience leading various continuous improvement initiative in top manufacturing organizations.
You can reach him here.