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Process-oriented knowledge management

Providing employees with the right process knowledge at all times

Knowledge is a vital resource in every organization. Employees’ know-how plays a particularly important role in business processes, because processes can only execute efficiently and effectively if employees know and understand them.

Processes form the basis

A key challenge for organizations is to secure relevant knowledge, share it, and make it available to employees in the right form and at the right moment. Strategic knowledge management, built throughout business processes, provides the basis for achieving this.

 

 

Knowledge must be anchored in day-to-day operations, uncomplicated and without significant effort. For this purpose, knowledge must be set in the context of processes and a learning-friendly process environment established.
5 good reasons:
    • Operational processes are more efficiently organized
    • Customer satisfaction and delivery schedules are improved
    • Costly mistakes are avoided
    • Critical knowledge is secured within the organization
    • Support is provided for building organizational learning and competences
No longer a choice, but a necessity

The revised ISO 9001 quality management standard introduces, from 2015, new demands for knowledge management. In future the systematic handling of knowledge will be controlled in the implementation and operation of a quality management system.

White Paper on the ISO 9001 Revision

Consequently, organizations now face the challenge of integrating quality, risk and knowledge management. The white paper on the ISO 9001 Revision describes the implementation steps.

Five steps to operational knowledge management

The following checklist helps in order to improve systematic handling of knowledge in the organization and in its business processes, and to build operational knowledge management.

  1. Identify relevant knowledge
    What must employees be able to do, in order to execute processes and fulfil (future) customer requirements?
  2. Analyze available knowledge
    What knowledge and which competences do employees have at their disposal? What process-relevant information is already available?
  3. Develop required knowledge
    What knowledge do we need to develop for which process steps and activities?
  4. Make new knowledge accessible
    How can relevant knowledge be provided, perfectly fit for purpose and to a high quality?
  5. Keep existing knowledge current
    How can we update knowledge when circumstances change, and how do we transfer best-practice knowledge from experts in our organization?
Bringing Content and Context together

Today’s common process models and visualizations lack an explicit connection between the relevant knowledge and individual steps within work tasks. With the performance support approach of tts you make information available based on context and role and precisely at the user’s “moment of need”, directly in the work process.

 

 

Supporting at the “moment of need”

With performance support, concrete problems are solved in real time. As soon as a user does not know how to proceed s/he clicks on the help-button – and relevant support is immediately provided, which leads him through the work process. Performance support therefore functions like a colleague who points to the user’s screen and gives him step-by-step instructions. 

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