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The responsibility for opinions and factual matter as expressed in this document
rests solely with its author(s), and its publication does not constitute an
endorsement by the APO of any such expressed opinion, nor is it affirmation of the
accuracy of information herein provided.
Bound editions of the entire publication may be available for limited purchase. Order
forms may be downloaded from the APO's web site.
Practical
KM Guide
for SME small and
medium enterprise
Owners/Managers
Asian
Productivity
Organization
knowledge management
Asian Productivity Organization
ISBN92-833-7096-1
Contents
Foreword v
Chapter 1: Introduction 9
Small and Medium Enterprises Rely on... 9
Sawasdee Restaurant:
Leveraging Customer Knowledge to Improve Service
Quality and Provide Value-added Services 39
Cool Installations:
Knowledge Creation and Innovation Through Collaborative Work 53
APO References 84
iii
Foreword
When we use the term “Knowledge Management” (KM), some readers may have the
impression that it is a very difficult topic to understand. I believe, however, that the
principle is not difficult but rather a simple one that anyone can easily understand.
The principle of KM can be likened to applying the Japanese proverb “Sannin yoreba
monju no chie” (a gathering of three people will result in wisdom equivalent to that of
Monju Bodhisattva) to business management. Monju Bodhisattva is the well-known
Buddhist deity of wisdom. The proverb indicates that if three ordinary people come
together, great ideas will be created which could not be conceived by a single individual
alone. As I understand it, the essence of KM is applying this proverb to business
management today.
However, the simplicity of the principle does not necessarily mean that it is easy to
utilize KM fully. Similar to 5S and kaizen (continuous improvement), understanding
the principle is easy but putting them into practice on the job is not.
When applying the principle of KM, we collectively gather ideas first, and the level of
the success depends upon the degree of communication inside the organization.
In this regard, small and medium-sized enterprises have an advantage over major
corporations with several thousand employees. However, many small and medium-sized
enterprises experience difficulties in communication between the top management and
employees, so-called poorly ventilated space. In such cases, communication must be
improved first, which often requires organizational change or reallocations of work
space.
Finally, there is no absolute formula to ensure “wisdom,” i.e., processes that create new
ideas and innovation, unlike the communication and accumulation of information.
v
The only thing we can do is to foster an environment conducive to the development of
such ideas. While this may not appear sufficient, in the long run, the percentage of
innovative ideas created will be much greater in organizations that continue such KM
efforts. This will in turn result in an increased number of companies that incorporate
incentive systems for appropriate proposals or that develop a culture that accepts and
learns from failure.
Owners and managers of small and medium-sized enterprises can learn a lot and derive
many benefits from KM. The examples included in these cases are not abstract theories,
but rather introduce practical guide for KM application. The “wisdom of Monju” is hidden
in each example. I hope that these cases will be used for further KM improvement.
Shigeo Takenaka
Secretary-General
Asian Productivity Organization
September 2010
vi
Acknowledgments
This book has been the result of the collaboration, cooperation and support from many
people.
The authors would like to first acknowledge the inspiration and support of APO Secretary-
General Shigeo Takenaka, who conceived of a practical, useful book on Knowledge
Management (KM) for owners and managers of small and medium enterprises in Asia.
The idea of this book began when Mr. Takenaka and one of the authors discussed and
agreed that the abstrusity of KM made it difficult for SME managers to have respect for
it, although the essence of KM is quite simple. He convinced the authors that the APO
and the authors had to try to create a practical, easy-to-understand guide for SME
owners on KM so that many more SMEs could benefit from its applications. Thus, this
book is undoubtedly the product of his passion to spread KM to SMEs in Asia.
We also wish to thank Mr. Masaya Amau of the APO, who gave us guidance and support
throughout this project, participated in our on-line meetings, and ensured that the book
was moving toward the intended APO objectives. During the planning stages of the book
project, Mr. Kamlesh Prakash of the APO was also present to provide assistance. We
appreciate his efforts in this as well as in past APO KM projects. We similarly appreciate
the efforts of the APO Research and Planning Department for promoting KM in Asia,
including many previous APO publications in KM which the authors of this book referred
to and made use of.
The eight stories that we adopted for the book are based on actual cases. Although their
names, events, and context had been changed in the interest of respecting company
confidentiality as well as to simplify the stories, the authors acknowledge with gratitude
the provision of their experiences and lessons learned for the larger benefit of other
SME owners and managers in Asia. We hope the book encourages as many SME owners
and managers (and of course employees) as possible to implement Knowledge
Management in their real context.
Naoki Ogiwara
KDI (Knowledge Dynamics Initiative), Fuji Xerox, Tokyo, Japan
Ron Young
Knowledge Associates International, Cambridge, U.K.
Serafin Talisayon
Center for Conscious Living Foundation, Metro Manila, Philippines
Boondee Bunyagidj
Thailand Productivity Institute, Bangkok, Thailand
August 2010
XKK
Chapter 1: Introduction
Chapter 1: Introduction
Drive to your office? Your car must contain the term ‘knowledge’ is much more than
hundreds of parts that are manufactured, what you may have learned at university
or at least processed, by many different or college. It's something that serves as
SMEs, who are sub-sub contractors of the the basis of the strength of your small
auto company. Literally speaking, we can’t business, such as:
live our daily lives without SMEs.
Know-how:
Here’s a quiz: if our lives rely so much on how to bake delicious bread every day,
SME activities, what then do SMEs rely on how to remove sweat stains from white
to conduct their businesses? shirts, or how to manufacture extremely
tiny, metal-polished screws used for
Capital? &efinitely. Owners’ hard work? precision equipments, and so forth.
Perhaps, in most cases. Loyal customers?
Talented employees? What about quality Relationship with customers:
products and services? Surely. remembering the favorite foods of
regular customers, or holding monthly
Okay, let’s clarify the question: What is the events to continue to attract new
single key resource for SMEs that makes customers, etc.
a big difference?
Motivated, talented employees:
The authors believe that this is knowledge. an industry worker who can recognize
the gap of a few hundredths of an inch,
We understand that this might sound or a server who can look at the facial
strange to most readers. You may say, expression of a customer and sense his
“We are in the restaurant/cleaner/sub-sub or her smallest dissatisfaction and deal
contractor manufacturing (or whatever) with it in a natural way, etc.
business. We don’t need ‘knowledge’
taught at university.” Totally understandable. Whatever business your small-size (or
But what we are trying to describe by using medium-size) company is in, we believe
9
Practical Knowledge Management Guide for SME Owners and Managers
that your company is competing on the resource, we feel that SME owners and
basis of such key knowledge. In other managers need to be familiar in dealing
words, if you are doing your business with knowledge to manage their SMEs.
well, we believe that means you are good
at identifying, creating, sharing, and This book is aimed to support owners and
applying your key knowledge, or your managers (and any other stakeholders) of
company’s core strength. SMEs to solve their key issues, by focusing
on what we call ‘knowledge’, or ‘Knowledge
It also means that your company has Management’. As written in the forward
good procedures in place that serve to by Mr. Takenaka, Secretary General of
develop that strength in a sustainable the Asian Productivity Organization (APO),
way. Sometimes, such processes are this book is hoped to be a guide for SMEs
designed intentionally, and sometimes in applying the principles of the old proverb,
they’re designed by accident. Unlike other a gathering of three (or a few more) people
business resources such as capital and will create great ideas and results that
materials, knowledge has a unique nature: could not have been conceived by a single
it is closely related to people's behavior individual alone.
and mindset. Though knowledge is very
important, it is often invisible. You cannot
see the good (or bad) relationships with
your key customers, but you know that it
exists, and that it’s very precious. You
cannot touch a craftworker's time-served
skills that have been nurtured over time,
but you can tell whose techniques are
more valuable than those of others. Since
the nature of knowledge is very different
from the nature of any other business
10
Chapter 1: Introduction
As an example of this, the four authors of and accelerating innovation. The purpose
this book have worked together as a team, of this book is to encourage SME owners
even though they are spread across the and managers to understand and apply
globe. “They have reviewed, commented, KM within their own, unique context.
shared opinions and suggestions, and met
regularly through web videoconferencing Not convinced? That’s fair. Then let us share
as each chapter was being written. a true story. The APO, the Development
They are convinced of this collaborative Academy of Philippines, and some experts
principle and are confident that the conducted a “KM Demonstration Project”
results achieved by working together with a medium-size snack manufacturing
are far greater than what could possibly company that had been facing issues
have been conceived by any individual which are typical among SMEs. Starting
contribution. from scratch and effectively applying KM
for theduration of a year, they were able
In the world today, small and medium to solve their key problems and gain
enterprises are facing big challenges. significant results.
You need to continuously satisfy your
current customers, and at the same Sound like a fairy tale in business? Then
time, attract potential new customers. let’s see what happened at this company.
O t h e r w i s e , t h e y s i m p l y g o t o yo u r
competitors. To stay competitive, you need
to continue to improve your productivity
and quality of products and services. You
may also need to innovate your products Moonbake Story
and services if they are losing their
competitive edge.
11
Practical Knowledge Management Guide for SME Owners and Managers
and its product capacity is 855 cases per Familiar with some of these problems?
day, including both local markets and A lot of them? All of them?
exports.
Yes, Moonbake definitely faced problems
Like most other SMEs, there were many that are typical among SMEs. The turning
issues at Moonbake. They included: point came in early 2008. Mr. Rufino R.
Manrique Jr., President and CEO of the
Productivity/Quality Problem: company, participated in an international
Needless to say, the stable operation KM conference in New Delhi that had been
of production machines is key for held by the APO, seeking hints to solve his
productivity and product quality in snack company’s problems. At the conference,
manufacturing. However, before the he learned about the KM concept and some
implementation of Knowledge Management, case studies, and thought it would be a
there had been only a few employees who fantastic approach for his company.
could do any of the repair work when a Fortunately enough, the APO had also been
machine malfunctioned. looking for a small or medium enterprise
that was willing to serve as a “guinea pig”
An absence of the key individual who for a KM demonstration project to create
could fix the production machine inevitably a good showcase of KM in SMEs. Both
meant there would be no production parties agreed enthusiastically to do this,
that day. and the KM project was launched soon
after the conference.
Lack of Employee Skills:
There were only a few administrative First, through facilitated workshops, gaps
staff members confident in preparing in key knowledge were analyzed. These
production and sales reports. Because of were the key strengths that the company
this, the CEO was often frustrated by needed to possess but in fact did not. This
delayed and/or incomplete reports. It key knowledge is what lay behind the
meant the CEO often had to make decisions critical issues mentioned above. They then
without having access to precise business settled on four areas as the main scope of
results. Knowledge Management. These included:
12
Chapter 1: Introduction
13
Practical Knowledge Management Guide for SME Owners and Managers
14
Chapter 1: Introduction
employees, or struggled with gaps in skill stories under each theme, you will be able
levels among the workers, you can go to grasp the essence of how KM would
directly to Chapter 5. work for the key issues faced by your own
company.
Each chapter contains stories of SMEs that
have been successful in solving their key You can read any of the topics (Chapters
business issues through the application of 2-5) or the Takeaway Learning (Chapter 6)
Knowledge Management (KM). that describe the key concepts and the
next steps for you to take in your KM
All stories are fictitious but are based on implementation.
real cases. We hope that by reading the
15
Practical Knowledge Management Guide for SME Owners and Managers
The second story about Kitchen Equipment It was a hot summer day in 2007 in Ota-ku,
Distributors Inc, on the other hand, will Tokyo, where his company headquarters
indicate how knowledge sharing among and factory were located.
sales staff can help to gain better customer
satisfaction and, eventually, better sales.
The methodology of knowledge sharing is Background
quite simple: group reflection on what has
worked and what has not worked, and Ishima Manufacturing was founded in
reapplying the knowledge that doesn't 1978 by Takashi’s father, Mr. Kozo Ishima,
require significant investment. who had been CEO of the company
since its establishment. The company’s
strengths are in metalware manufacturing,
particularly metalwork with laser material
processing. Kozo, a very good metalwork
craftsman, started his own company with
his friend, Mr. Yuji Ochiai, also a good craft
worker, who was now Factory Director.
16
Chapter 2: To Satisfy Existing Customers and Attract More Customers
17
Practical Knowledge Management Guide for SME Owners and Managers
intricately-shaped iron parts, around this reflected on what had since happened to
size?” Kobayashi pointed his fingers to them to find ways to continue creating
make a small triangular shape. He seemed such new businesses.
excited. “We’ve been asked by Tokyo
Electronics to deliver samples for new “Dad, since you started our company
cell phone architecture, but have been based on your great craftsman career,
struggling to meet their requirements. we thought the quality of our products
It would be great if you could give us was at the center of our core values.
your support, to make the sample product I am sure this is still true. But when
with us. I didn’t know that your company I think about Kobayashi-san’s reaction
had such artisanal skills. I feel so lucky to our laser processing and the new
that I dropped in on you today and found business creation processes we’ve been
that out!” through, I think perhaps there’s more to
our strength than that.”
And that was that. The client suggested
putting the price negotiations on hold until CEO Kozo Ishima replied; “I was thinking
the sample project could be completed. the same thing. The new business was
From the beginning, the joint production started because Kobayashi-san was
of a cell phone sample had gone well. The attracted by our metalworking capabilities.
problem was in the manufacturing of the They are a mixture of our long experience
extremely thin and complicated iron part, in metalworking, laser processing skills,
which would be used to cover the folding and skillful workers trained for more than
connections of the handset. The problem a decade.” The father continued. “Okay,
was something that could be solved with let’s say such laser material processing
Ishima’s strength: its fine metalworking capabilities are our core assets. How can
using laser processing. In two weeks, the we sell such invisible assets? Nobody
first prototype was created, and very would understand if we said we were
well-received by Tokyo Electronics. Takashi selling material processing skills and
was invited to a meeting with Tokyo know-how.”
Electronics and got positive feedback,
with several requirements for further “Hmm, you are right…but hey, what if we
improvement. The collaboration between duplicated exactly what happened?”
Ishima Manufacturing and NEA continued
for four more weeks, and the prototype “What you mean?”
was close to being accepted as a part for
the new cell phone architecture. It meant “It started with Kobayashi-san’s unexpected
a certain volume of new business for visit. He saw and was attracted to our
Ishima Manufacturing, in joint production processes, skills, and our know-how of
with NEA. metal-processing. Why don’t we invite
other customers to visit us so they too can
get a feel of our metalworking capabilities?”
Creating Strategy to
Duplicate the Fortune “Yes, I see what you mean. Our salespeople
wouldn’t have to explain all the details.
After the new business was successfully What they would need to do is to invite
launched, Takashi and his father Kozo customers here. We would need to
18
Chapter 2: To Satisfy Existing Customers and Attract More Customers
Measures:
ٟ Upon completion of all the preparation,
ޓFigures for customer collaboration they started trying to bring in customers
ޓand numbers of new businesses i n t o t h e i r w o r k p l a c e . I t w a s n o t so
ޓgenerated easy at the beginning. They could not
entice customers to come. Takashi
At that moment, neither father nor son and the salespeople gradually learned
realized that they were forming and that the most effective way to bring in
implementing a Knowledge Management customers was to talk about the story
strategy. However, it was certainly KM with Kobayashi-san that had led to a
for new business creation through new business for both NEA and Ishima.
customer collaboration, leveraging their It was convincing enough to prompt most
key knowledge - metalworking capabilities. customers to come and visit their site.
19
Practical Knowledge Management Guide for SME Owners and Managers
clear that knowing their products did not ޓsignificantly, as customers were enabled to
mean the same thing as knowing their ޓbetter trust Ishima’s capabilities and skills.
capabilities. Though the company could
not find any new opportunities with these Motivation was also raised among both
ٟ
five customers, it was obvious that they ޓsales and industrial workers. To note in
could improve their client relationships in ޓparticular, industrial workers were highly
this way. The customers now understood ޓencouraged, as their artisanal skills
Ishima’s capabilities, much better than ޓand know-how became treated as the
they had before. ޓcore capabilities of the company.
20
Chapter 2: To Satisfy Existing Customers and Attract More Customers
ԚIn addition, Ishima started the initiative ޓsalespeople to explain laser material
ޓwith a very small investment to change ޓprocessing in detail. Thus, the company
ޓtheir workplace layout and to make ޓasked salespeople to bring in customers
ޓpresentation panels. Starting KM at small ޓto their factory by telling them true
ޓand medium enterprises does not usually ޓstories of customer collaboration. It was
ޓrequire much investment. Instead, ޓa viable task for salespeople. The
ޓSMEs need to find creative approaches ޓcompany also knew that most industrial
ޓthat will make a big difference. ޓw o r k e r s d i d n o t h a v e v e r y g o o d
ޓcommunication skills, being more of the
ԛThe great part of the KM process by ޓartisan-type. So salespeople always
ޓIshima was to let their customers ޓattended collaborations with customers,
ޓbecome naturally involved in the ޓasking industrial workers for technical
ޓcollaboration and think about how to ޓadvice and suggestions so that they
ޓapply Ishima’s capabilities to their ޓcould assist. These roles worked quite
ޓbusinesses. Ishima does not need to ޓwell, making things comfortable for both
ޓknow everything about customer business. ޓsides. We need to always be realistic
ޓThis is a great lesson learned; as long ޓabout employee strengths and limitations,
ޓas you design a good collaboration, ޓand try to leverage them inorder to
ޓcustomers will naturally provide their ޓimplement good KM initiatives.
ޓknowledge, and the fusion of you and
ޓyour customers’ knowledge can create Ishima Manufacturing’s story shows
ޓnew opportunities for both parties. us how knowledge creation through
customer collaboration can benefit SMEs,
ԜI s h i m a w a s r e a l i s t i c a b o u t t h e and how physical workspace can be a
ޓcapabilities of both their salespeople great tool to encourage such Knowledge
ޓand their industrial workers. It would Management initiatives.
ޓh a v e b e e n v e r y d i f f i c u l t f o r t h e
21
Practical Knowledge Management Guide for SME Owners and Managers
Kitchen Equipment Distributors Inc.: Adnan admits that he has made mistakes,
Eliciting and Reusing Knowledge but adds that he tries to learn from these
from High-performing Sales mistakes . He has inculcated the same
Representatives attitude among his employees. He says;
[1] KEDI is actually a composite of the circumstances and experiences of three real-world companies in the Philippines.
Because the intent of this chapter is to show the KM lessons learned by these three companies, “KEDI” has been adopted
as the fictitious name of a fictitious company to protect the identities and respect the confidentiality of company information
from all three companies. For the same reason the name “Adnan Tien” is a fictitious name. The managerial style and
decisions ascribed in this chapter to Mr. Tien are also a composite of those of the three real-world organizations.
22
Chapter 2: To Satisfy Existing Customers and Attract More Customers
23
Practical Knowledge Management Guide for SME Owners and Managers
He was discouraged. But because Rolando The advice that Rolando received was:
was one of his more trusted employees
and perhaps also due to his own personal (a) to use the assessment results and his
curiosity, Mr. Tien gave Rolando permission own tacit knowledge of the company
to try the Basic KM Assessment. to look for “high-gain” or “low-gain”
points;
KM Assessment: Locating “High-Pain” (b) to look for the right KM tools that can
Points and “High-Gain” Opportunities be used to address these points, and
The Basic KM Assessment, developed (c) to clearly show to Mr. Tien how the
by CCLFI, or the Center for Conscious selected KM tool was expected to
Living Foundation, was used. CCLFI is a make an impact on company revenue.
nonprofit organization dedicated to KM
and knowledge-based development. Its The last piece of advice meant that Rolando
basic KM Assessment consists of three had to be clear about the business value
questionnaires: of whatever KM tool he proposed to
Mr. Tien as his KM practicum.
● A Capability Checklist and a Knowledge
& Tangible Assets Assessment, both to The customers of KEDI are the retail
be filled out by employees who perform stores. Through the Basic Customer
the two questionnaires: and Survey, satisfaction ratings ranged from
75% to 100%. Some of the feedback
● A third short questionnaire, Basic that Rolando obtained from customers
Customer Survey, to be completed by who gave lower ratings were as follows:
internal or external customers of the
business process or organization unit “Sales reps should visit stores regularly”
The three questionnaires are included in “There should be incentives and rewards
blue in the CCLFI suite of assessments in provided”
the figure below. The assessments follow
the KM framework: “When there’s a new sales rep., they
should visit outlets on a regular basis”
Right Right Valuable
Knowledge Action Result
“Enticing promos and programs should
be created for products”
24
Chapter 2: To Satisfy Existing Customers and Attract More Customers
From the Capability Checklist, the comments managers with awards, and these top
most frequently received from sales reps performers are mentioned each month
were those such as: in the company newsletter. Yet it is
puzzling for Rolando that many sales
“High performers should be rewarded with reps are still asking for “appropriate
appropriate incentives” incentives” to “reward high performers”.
The “extra rewards” being asked was
“Clearer directions and expectations need something new and unexpected for
to be communicated from upper Rolando.
management”
2. Procedures followed by sales reps
“Knowledge of success factors and what vary greatly among the salespeople.
really works should be transferred across There is no method to regularly assess
division and projects” whether and how these procedures
affect customer satisfaction and sales
From the answers that sales reps gave performance. The 55 sales reps of KEDI
for the Knowledge & Tangible Assets work in different geographic locations
Assessment questionnaires, the various and rarely meet face-to-face and talk,
gaps found with the highest scores were: except with the few other colleagues
in their Area Team, at monthly meetings.
“Parking [3]” When a sales rep resigns, the new sales
rep starts to learn from zero. There is
“Policy and procedures for junior employees no method of knowledge transfer from
who are either learning from or taking predecessor. This need is related to
over for department senior employees” feedback from a customer who said;
“When there’s a new sales rep, they
“Procedures to align business processes should visit outlets on a regular basis”.
with organizational goals and strategies”
From the above results, Rolando identified
“Procedures to regularly assess customer the following high-gain opportunity:
satisfaction” Elicit knowledge of what works from
experienced, high-performing sales
“Clear directions for work and expectations reps, and share the knowledge with
of output” other sales reps to increase sales
volume and company revenue.
He noted two highly painful, problematic
issues: When he pointed this out to Mr. Adnan
Tien, the latter could readily see the
1. There were questions on existing o p p o r t u n i t y. H o w e v e r, h i s d o u b t s
incentive system for sales reps for then shifted elsewhere – to how the
retail stores. Every year, KEDI presents knowledge elicitation and transfer could
top-performing sales reps and area be done.
[3] “Parking” got the highest scores most likely because each sales rep drives a car or van to and from the retail stores assigned
to them and the problem of lack of parking is very common among them.
25
Practical Knowledge Management Guide for SME Owners and Managers
26
Chapter 2: To Satisfy Existing Customers and Attract More Customers
members. The annual Area Manager award said. “We will continue with our annual
does in fact motivate him to help and share awards for 2007, but I will give monthly
his own experience and knowledge with sales bonuses for those who are above the
his subordinate sales reps. quota, on an experimental basis in November
and December. Let us bring all Area Managers
Rolando could now see that the incentive to Manila next week so that we can talk
system had to be revised, and he was about this LLS and plan the experimental
confident that he could convince Mr. Tien period. I will ask our Comptroller to calculate
to act. But what alternative system should what the monthly sales quota and prorated
he propose to Mr. Tien? After further sales bonuses should be.”
discussion and reflection, Rolando came
up with the following alternative incentive “Good work, Rolando, but gear up for
system: more work ahead!”
When Rolando presented his proposal (c) adoption of the new sales bonus
in October, 2007, Mr. Tien was very system and awards for contributing
enthusiastic. “I think this could work,” he the most sales tips.
27
Practical Knowledge Management Guide for SME Owners and Managers
To encourage his people, he gave cash system. “Why should only sales reps
awards to the three sales reps who be rewarded?”
contributed the most sales tips during
the November and December testing • Simply counting contributions do not
period. reflect the fact that some contributions
are more important than others. How do
Rolando was tasked to give a briefing during we account for the quality of a sales tip?
the Planning Workshop, summarizing
what was learned during the two-month • There was a suggestion that not only
testing period, what issues had emerged, sales tips of “what worked” but also
and what recommendations had been “what could work even better ” be
made for action. Some of the issues and collected. For example, one of the
learning were as follows. “surprising ideas” that Mr. Tien referred
to was a suggestion from a sales rep who
• A performance incentive system based had academic training in architecture.
on competition between sales reps can He said KEDI could approach architects
be counterproductive to motivating the who designed condominiums and try
sharing of experience and knowledge selling pre-built kitchen equipment to
among them. An incentive system that condominium developers on a wholesale
is more appropriate for knowledge basis. This was very interesting to
sharing is needed. Mr. Tien. It could become a new business
model. He and KEDI managers were
• KEDI must adopt a standard procedure beginning to realize that LLS was not
to get customer feedback as input for only useful to improve productivity, it
the improvement of its processes. was also good for enhancing the company’s
innovation.
• Market conditions and the number of
retail stores and their performances vary LLS and knowledge sharing opened a
among geographical areas in the country. door to a second generation of issues
Some area managers are questioning that needed to be addressed. But it
the policy of setting equal sales quota appeared that as an organization, KEDI
among all sales reps. Should we not has started to open itself. In the words
adjust sales quota to reflect past sales of its CEO, it was “beginning to awaken
in different areas? to learning” and a promise of greater
growth.
• Not all sales tips are technical. Engineers
have not been trained in people skills,
but to be productive sales reps,
engineers not only have be technically
knowledgeable, they also need people Epilogue
skills or acquire these skills. What can
KEDI do for them? In 2008, KEDI briefly engaged the earlier
mentioned professor to identify precisely
• Some other non-sales rep employees, what non-technical skills high-performing
including repair technicians, were sales reps had in common. This is what
starting to ask for a similar incentive he said; “At an LLS, I assembled sample
28
Chapter 2: To Satisfy Existing Customers and Attract More Customers
KEDI customers who are served by high- first suggested in 2007, meant that KEDI
performing sales reps, and asked a trigger would be competing with its retail outlets,
question: “What talents and attitudes and was thought unwise for a distributor.
(or those not reflected in an ordinary He has lately made it a policy to give
CV or resumé) are commonly possessed bonuses to both the sales rep and the
by high-performing KEDI sales reps? retail outlet whenever a purchase order is
I submitted my report on the results, with received from a condominium developer
some recommendations for improving their who has decided to adopt or adapt a
recruitment and for additional training.” KEDI kitchen module.
“In mid-2010, I visited KEDI and had a • How to measure the quality of a sales
talk with Adnan. My former student, tip remained a problem. The professor
Mr. Rolando Magat, had resigned to work suggested asking all sales reps to submit
for a company in Hong Kong Adnan yearly lists of sales tips that they
was very happy with the system and actually used repeatedly, and to rate
the outcomes of Rolando’s KM practicum, their individual effectiveness toward
and he was grateful for having made his the successful close of sales. He said
initiatives and also appreciated my advice. he would try this approach.
Some two years have passed, and he is
proud to claim that his company’s growth • To prevent the incentive system for
spurt can be largely attributed to the sales reps from demotivating other
learning and knowledge sharing practices employees, Adnan decided to adopt a
among his employees. He filled me in on common bonus rate based on overall sales
what had happened since 2008.” growth. He told other employees that
their role was to support the sales reps
• How to recruit engineers with people skills and their sales outlets and that therefore
remains problematic. Adnan has doubts total sales figures would determine their
about the effectiveness of standard bonuses at the end of the year.
psychological tests like MBTI. He says
it seems to work better, during interviews • To address unequal sales opportunities
of fresh engineering graduates, to ask among different geographical areas,
applicants the simple question; “Have Adnan first tried to adjust sales quotas,
you ever been elected as an officer in a but that had led to endless questions
student organization? If so, please tell and dissatisfaction among the sales reps.
us about each case.” He claims that He went back to equal sales quotas and
having been elected by his student peers rotated sales rep assignments among
indicates a personality that can relate high-growth areas. However, Adnan is
well and convince or influence his peers. still unhappy about this solution. For
one thing, married sales reps are less
• The new sales approach (rather than willing to relocate.
calling it a new business model) that was
finally adopted by KEDI was to design • New problems and issues have emerged.
various kitchen modules or configurations Keeping updated in new technical
integrating their kitchen equipment and developments and looking for new
distributing brochures to their retail kitchen equipment suppliers are
outlets for local use. He said the idea, continuous challenges. Some local
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Practical Knowledge Management Guide for SME Owners and Managers
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Chapter 3: To Improve Productivity and Quality of Products, Services, Processes
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Practical Knowledge Management Guide for SME Owners and Managers
The Evergreen Fresh Foods niche is the “We have put so many systems in place,
safety, cleanliness and freshness of its and they have been quite successful, as
produce. The company has been reflected in our customer feedback on our
EurepGAP[1]-certified, and has achieved product quality and safety. However, our
many internationally recognized food costs have been increasing continuously,
standards including GMP (Good and I believe they are relatively high
Manufacturing Practice) and HACCP compared to our competitors. Our
(Hazard Analysis Critical Control Points) operation must be leaner if we want
as well as quality management standards to expand business and yet still be
such as ISO 9001. competitive”, Chai stressed.
Sales had continued to increase due to “Your job is to find solutions to these
the company’s product positioning and issues, and if possible, to correct them.
good track record in quality and freshness. Mr. Nakorn Meemai, the Factory Manager
Between 2002 and 2006, sales jumped and I will be there if you need any help”,
from USD2 million to USD5.8 million, Chai said to the consultant.
largely through contract farming. More
than 70 tons of produce per month were
exported to Europe and Asia. To keep up Sharing and Improving Farming Practices:
with the production expansion, the
number of employees grew from 35 to 90 Based on interviews with a few key persons,
employees, with more than 300 contract the consulant discovered that more than
farmers. 70% of the company’s raw materials
were from selected contract farms, and
In spite of such success, Chai invited a the rest came from Evergreen farms.
consultant, through one of my friends, to
help him to solve the company’s problems After harvest, produce were transported
with costs for quality, which had been to the factory, checked for quality, then
bothering him for some time. washed, trimmed, packed and stored in
the cold rooms before being transported
to their destinations.
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Chapter 3: To Improve Productivity and Quality of Products, Services, Processes
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Practical Knowledge Management Guide for SME Owners and Managers
To ensure that other employees and This actually confirmed the consultant’s
new contract farmers could learn from observation that although the experienced
the experience, all documented lessons (older and less educated) employees had
learned were continuously updated by excellent skills to perform their own
Thani’s team and kept in organized files duties, they did not have the supervisory
at the Farm Department, so that everyone skills to coach the less experienced.
in the department could access the
information. The young or new employees with less
cross-functional skills, on the other hand,
seemed more open to change and willing
Improvement of Employee Efficiency to try new things. Daily morning meetings
in Packing Lines between supervisors and employees dealt
mostly with reports on production output
While working with the farm team, the versus plans and the various problems
consultant also collected and analyzed they encountered.
data on the production line for packed
stir-fried vegetables, one of the SME’s
key products, to identify fundamental Remarkable Results from
areas for improvement. Rearranging Packing Line:
One key area for improvement was the The first thing the company did was to
low rate of employee efficiency in the rearrange the packing line, from the
packing line. This had been due to the “Line System” to a “Cell System” (Figure1).
use of the Line System, which had caused The feedback was very positive, as one
unbalanced workloads at different work of the employees commented during a
stations. Some employees were overloaded sharing session right after implementation.
with work, whereas others were idle,
waiting for materials to come from others.
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Chapter 3: To Improve Productivity and Quality of Products, Services, Processes
“I really like the new system, as I can Skill Gaps Identified through
finish packing by myself instead of Skill Map:
waiting to get materials from others.
However, one of my team members The lack of multi-skills was not unexpected,
had some difficulties in weighing the since by design in the Line System, each
vegetables, as she hasn’t been trained employee had been assigned only one
to do this.” or two tasks. With the help of the HR
Manager, a simple Skill Map of some of
The change to the Cell System resulted the employees in the packing lines was
in an almost threefold improvement in created (Figure 2).
employee efficiency, as indicated by
the increase in the average number of As expected, the experienced employees
packs per employee per hour, up from possessed all five skills that were
14 to 40. This was equivalent to cost required, whereas the less experienced
savings of around USD5,000 each month had a maximum of two or three skills.
per packing line. Among the experienced employees
too, different levels of skills could be
Despite the noticeable productivity observed. There were also variations in
improvement, the key challenge faced practices among the skillful employees,
then was the lack of multi-skilling in new some of which were not documented in
and less experienced employees. the work instructions.
Step
Writing
Weighing Sampling Labeling Recording Transfer
Slip
Employee
A
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Practical Knowledge Management Guide for SME Owners and Managers
Sharing Practices to Close Skill Gaps: facilitate volunteers from the packing lines
to share their success stories with target
Realizing the problem, Nakorn asked; employees. The implementation in other
“How can our skilled employees learn lines was a lot easier, as most employees
from each other and come up with even were already quite aware of its benefits.
better practices that others can follow? As expected, the Cell System enhanced
I’m a bit concerned, as they are quite employee productivity in other lines
confident in what they have been doing. almost twofold.“
Besides, they are not so good in coaching
new employees.” “I think sharing success stories is very
effective in opening up our employees’
In response to his question, an informal minds to change,” Nakorn said as he
meeting of skilled employees was called, wrapped up his presentation during a
where each person was asked to monthly management meeting.
voluntarily share his or her practices.
They were then asked to share their
thoughts on how they could perhaps Discovery of Hidden Treasures:
adopt the practices of others to improve
their own methods in a trial. To encourage all employees to be more
proactive for improvement, Nakorn
With regular reviews during the trial started a program called “Treasure Hunt”,
period, the group gradually came up with in which all employees could submit ideas
practices as a result of their learning. for improvement on any processes and
The practices were, of course, later the number of their accumulated points,
updated as relevant work instructions, employees could exchange these points
and also videotaped. The supervisors felt for various rewards. If an idea later turned
more confident using the revised work out to be practical for other employees,
instructions and videos to train or coach both the person who first came up with
new employees, because they’d been the idea and those who applied it would
directly involved inthe development of each receive USD100.
the training material. More importantly,
there was less variation among the It was a surprise for Chai that almost
supervisors in terms of training content 180 ideas were submitted in less than
and delivery method. Asked to develop six months, though those that resulted
training plans for each employee based in real improvement was less than 10%
on the Skill Map, the HR Manager was of the batch.
able to ensure that employees had the
required multi skills to do their jobs “Our employees do have hidden treasures
before the Cell System became fully that we are neither aware of nor have
implemented. worked hard enough to dig out,” Chai said
before leaving for “Discovery Day”, an
annual Idea Sharing Day organized by
Buy-in for Change through Storytelling: the Quality Department.
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Chapter 3: To Improve Productivity and Quality of Products, Services, Processes
The assignment from Chai took the As to good practices for employees,
consultant almost three years to complete. which is vital to sustain and improve
It was one of her most memorable and the production process, knowledge was
enjoyable consulting work in years, mainly transferred through informal sharing
due to Evergreen’s impressive success in and then captured and codified into
enhancing their productivity through the work instructions. Improvements in
promotion of a supportive climate for standardized practices were made
sharing, creating and using knowledge continuously through the sharing of
that resided in their employees and lessons learned by implementers.
contract farmers.
2. The company was successful in creating
a sharing attitude and atmosphere
Chai was left with a few key issues to
by building relationships and adjusting
carry on with including:
the sharing and learning approaches
to fit in with the nature of the target
٨ his continuous support for all improvement
groups.
and sharing activities
For example, contract farmers were
٨ sharing in small groups expanded to other normally busy during the day and not
production processes and supporting too good in formal communication.
functions So the company created an informal
atmosphere by inviting them to dinner
٨ establishment of a simple information and allowing them to talk voluntarily
management system to retain key and share topics which they felt
information and knowledge, such as comfortable in. The farm visits were
lists of contract farms, proposed ideas a very goodpractical sharing approach,
that really worked, etc. as the hosts became more confident in
using their own farms to demonstrate
٨ continuous updating of work instructions their practices.
and lessons learned captured from the
various sharing sessions As for employees in production lines,
integrating the concept of sharing into
Key Success Factors: their daily morning meetings made
them feel that knowledge sharing was
a part of their routine. The company
1. The company valued, captured and
had effectively used storytelling to get
stimulated a sharing of knowledge
buy-in from employees first, before
that resided in employees and
they made any changes.
contract farmers. For example, the
farming practices were standardized
3. The company had put into place
and improved through farm visits
many systems such as GMP, HACCP,
and codified into instructions. These EurepGAP and ISO 9001, which are
standardized practices would certainly critical foundation systems to ensure
ensure consistency and a continuous the quality and safety of produce,
improvement of the quality of materials from farms to customers.
that came from contract farms, and thus
sustain Evergreen’s competitiveness in From improvement perspectives,
raw materials. although the improvement process
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Practical Knowledge Management Guide for SME Owners and Managers
is usually part of the requirements also look at their awareness and passion
of such systems, its deployment for productivity improvement. Otherwise,
varies from company to company. The knowledge sharing will not usually result
effectiveness of improvement depends in improvement. If the awareness does not
on employee awareness and their already exist, then the first step to take is
capabilities in productivity. The degree to build this awareness on the importance
of the spread of improvement depends of productivity.
on how well the improvement is shared
and implemented by employees across The focus of this awareness will depend
work units. on the problems encountered and/or
the strategic direction of the organization.
The company had made the right move
by first closing gaps in the awareness For Evergreen Fresh Foods, the main
and capabilities among employees and focus was on quality and cost. In fact,
subsequently encouraging sharing for one of the KM tools; storytelling, was
improvement across work units. Thus, used effectively by the company to create
the undertaken improvement efforts excitement and buy-in for change among
were effective, and embraced by the employees.
employees across work units.
If the awareness is already in place, the
4. The improvement thus achieved, or organization should then check and see
the success stories, were continuously if their existing improvement mechanism
communicated to all employees through (or mechanisms) work or not. In other
either existing channels, e.g. daily words, they should ensure that the PDCA
meetings and monthly meetings etc., cycle (Plan-Do-Check-Act Cycle) has been
or through special events organized continuously implemented and has
to create excitement using a resulted in improvement.
participatory approach (stories told
by employees, not by management). Based on the context and needs of
This was effective to create awareness organizations, appropriate KM tools
for change. should be selected to create the knowledge
process, which is identifying, creating,
storing, sharing and applying knowledge.
Implications: The critical part is how to effectively
integrate the selected KM tools into the
It is important that organizations first existing improvement mechanisms so
understand the level of understanding that they are embedded into the work
there exists among their employees and and/or improvement processes.
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Chapter 3: To Improve Productivity and Quality of Products, Services, Processes
Sawasdee Restaurant:
Leveraging Customer Knowledge
to Improve Service Quality and to
Provide Value-added Services
Prologue:
Sawasdee Restaurant is a small family- In 2008, Mr. and Mrs. Sooksan decided to
owned restaurant in Bangkok that was retire. They asked their daughter, Ms. Benja
established by Mr. Sawas and Mrs. Jaidee Sooksan, who has a background in Hotel
Sooksan in 1963. It is well known for its Management, to take charge of the
Thai food, particularly the Pad Thai (fried business as Restaurant Manager.
noodles with shrimps) and Tom Yam Koong
(spicy shrimp soup). Due to its success,
the restaurant has been through two Challenges:
business expansions, the first one in 1972 to
expand its capacity to 120, and the second After its second expansion, the restaurant
in 2005 to move to a new location, with a enjoyed impressive revenue growth of 8%
seating capacity of 250. It employs 40 in the first two years. However, in 2007
employees comprising one manager, one and 2008, the revenue growth showed
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Practical Knowledge Management Guide for SME Owners and Managers
decreasing trends and was stagnant at 3%. Benja’s parents and most employees
This coincided with the increase in verbal had perceived that the customers had
complaints from customers on waiting time, been satisfied with their food and services.
inconsistent food taste, and inaccuracy The occupancy rates usually exceeded
with orders. Even worse, some regular 90% and reached 100% on weekends
customers stopped using the services all and public holidays. Therefore, there had
together. been no efforts made to date to measure
customer needs or satisfaction, or to plan
These alarming signals had already promotional programs.
existed when Benja first took charge of
the restaurant. She was convinced that All verbal customer complaints were
the threats were real, and that she had handled on the spot by her father or the
to do something before it became too captain on an individual basis, and never
late. recorded or shared with other employees
who hadn’t been involved as a part of the
complaints, as long as the customers
What Went Wrong? were satisfied with the actions taken.
There were times when complaints were
Aware of the family-like relationship raised repeatedly, but the captain usually
that had existed between her parents managed to work it out with the customers.
and the employees, Benja quietly
reviewed all available data before making Benja also found out that there was no
any move. Besides the financial data, documentation on service standards
such as revenue and raw material costs, detailing how to greet customers, what to
there was to her surprise very little do if customers complained, the standard
customer-related data collected, except waiting time for food after ordering, etc.
for records of food orders and table
reservations with customer names and “I usually brief new servers on how to
phone numbers. serve our customers, and point out
some critical issues to the experienced
Benja’s parents and the captain did not servers before they start work each day.
see a need to keep a record of customer Normally, the customers would get their
information, since they remembered food within 15-20 minutes after placing
most of the regular customers who have their orders. We always try our best to
been dining at the restaurant for many get the food out as soon as possible, so
years. we have never specified the exact waiting
time to the chefs and servers,” said the
“I remember not only their names but captain, who was quite confident with
also their favorite dishes,” said the captain what he’d been doing.
who further added with worry, “Until
recently, until some of these regular Fortunately, one legacy left by Benja’s
customers stopped coming by for dinner. parents was the high morale of the
We could not figure out why. Fortunately, employees. They had been very well
there are more new customers from taken care of. For example, there were
companies in the vicinity who come for housing facilities for the captain, chefs
lunch.” and senior employees at the back of the
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Chapter 3: To Improve Productivity and Quality of Products, Services, Processes
restaurant. Moreover, the employees’ name and their favorite orders because
older children attending high school or he had been working at the restaurant
university were usually taken on as trainees for almost 30 years.
during the holidays. This is perhaps why
the employee turnover rates were far Following a few informal sharing sessions
lower than the industry average. with the captain and servers, Benja found
out that 70% of those making reservations
were from companies and government
What They Did: Knowing and offices located nearby.
Responding to Customer Needs
and Expectations “Most of the complaints on wait time
were from these customers, became they
It was clear to Benja that her parents and had to rush back to work after lunch.
senior employees had very good knowledge They reserved their tables, but didn’t
about customers through personal order in advance. On the other hand, our
observations, interaction and long-term regular customers, who were mostly
relationships. However, they did not see families, were more meticulous about the
a need to share this with each other or quality of the food and service than the
to jot it down. The restaurant had, after wait time,” said the captain.
all, usually been full of customers – until
recently. Indeed, his observation proved to be
correct. Based on Benja’s on-the-spot
Benja started to collect all the existing follow-ups with customers and a mini
information about customers from survey using a simple questionnaire,
records of table reservations. As for the key customer groups were found to
walk-in customers, a good source of have different priorities in making their
information was the restaurant captain, purchasing decisions (Figure1):
who remembered most of the regulars by
Business/Government Family/Single
Priority
Offices Regular One Time
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Practical Knowledge Management Guide for SME Owners and Managers
“No wonder our regular customers rarely for themselves and for the work process.
complained about the wait time but got
extremely upset when the quality of food The hostess volunteered to write down
was not up to their expectation. I guess key learning points each week and post
that’s why some have stopped using our them on the board for all employees to
services,” one senior server said during an see. The captain also highlighted key
informal morning meeting. learning points with servers and kitchen
staff each week.
“So we need to ensure that we meet or
exceed specific requirements of each “Honestly, at first I didn’t think it was
customer group,” the captain told them going to work. However, I soon found
and asked Benja with a curious look; out that I had learned a lot about our
“How would we be able to tell whether customers through observations and
they are satisfied or not satisfied?” interaction. More importantly, the daily
sharing of our observations collectively
“We can see by observing their body expanded our understanding of their needs
language, asking the right questions, and expectations, enabling us to provide
and doing some active listening,” Benja better service,” one of the senior servers
replied as she gave each server a small, said.
pocket-sized notepad to jot down customer
behavior, preferences, and comments As a result, several initiatives were
or complaints about the food or the undertaken, including:
service.
٨ new lunch menu sets were created
“Servers should be able to recognize for ease of preparation and shortened
customer complaints in real time and waiting time
resolve them on the spot, or before the
customer leaves. This minimizes customer ٨ lunch delivery service provided for
dissatisfaction and actually promotes nearby offices
repeat business,” Benja said.
٨ customer suggestion forms placed at
To build a repository of customer profiles, each table
the hostess started collecting and keeping
records of all customers categorized based ٨ customers were encouraged to place
on their type of organizations (business, food orders at the time they made
government officers, etc.), family status reservations
(single, family with or without children)
and the services that they had used ٨ right upon ordering, customers were
(lunch or dinner). informed of approximate food delivery
time
At the end of each day, Benja asked all
servers to briefly share their notes with ٨ promotional programs were set up, such
each other, particularly on the solutions as membership cards, a Happy Family
that had been used to solve customer Program, Two for One program, etc.
complaints. Each person was asked to
come up with key improvement issues ٨ training programs held for servers on
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Chapter 3: To Improve Productivity and Quality of Products, Services, Processes
Body Language, Active Listening Skills “We received very positive comments
and Service Excellence from business and government groups.
Needless to say, some of our regular
customers just showed their satisfaction
Learning from the Master: with their big smiles,” said one of the
senior servers a few weeks after the
As servers started getting used to the service standards were put to effect.
daily information sharing and acquired
skills on observation techniques, Benja Servers were also asked to write down
invited the captain and a few senior their comments and suggestions on
servers who had been active in the daily notepads about the menu, service
sharing sessions to join her for dinner at improvement, their training needs and
a five-star hotel that was famous for its so forth. These were gathered and
food and services. correlated with customer input whenever
possible, in order to provide additional
“This is to show my appreciation to you information on customer satisfaction and
for your dedication and efforts and, at requirements.
the same, for you to learn what excellent
service is like. Please enjoy your dinner.
We can share our experience afterward,” Use of Knowledge from Customers:
Benja said.
Based on the analysis of suggestions
In terms of learning, the outcomes received from customers, there were
exceeded Benja’s expectations! increasing demands for healthy dishes,
such as fish, vegetarian food and organic
“I really liked the way the server treated vegetables. These customers were mainly
me. It was very personalized, they were from the Ministry of Public Health, which
responsive, caring and polite. I noticed was located close to the restaurant.
that the manager, the captain, and the Benja thought she could perhaps get new
chefs came to visit some tables to inquire ideas and different perspectives from
about the food and the service. In fact, these customers who were experts in
their service actually made the food taste health and food.
better. We can really add value to our
food with better service,” said the captain She decided to invite some of these
during a sharing session on their learning customers to dinner. She asked them
from the hotel dinner experience. to share their expectations and
suggestions on food safety and health
The captain and his team soon came up food dishes.
with simple service standards. They
combined the practices that were already It was a fruitful and interactive sharing
in place together with the key learning session which subsequently resulted in
gainded through observing the hotel many initiatives, including new vegetarian
services. The service standards were then dishes for the menu, the use of organic
shared, discussed and agreed upon by all vegetables in some dishes, the introduction
servers, and used for training. of dishes free of monosodium glutamate
(MSG), etc.
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Practical Knowledge Management Guide for SME Owners and Managers
“Our introduction of health food has had come mainly from new customers,
attracted new groups of customers mostly who had increased by 30%, and also
over 50 years of age, people who are on from returning regulars. There were less
restricted diets, and religious groups, as customer complaints, which coincided with
well as health-conscious customers. Now the jump in customer satisfaction to
I understand how we can use knowledge almost 85%.
from customers to acquire new customers,”
said the captain, who was very keen to
analyze the customer data. Key Success Factors:
A virtual community for health food lovers For example, as part of her job, the
was voluntarily formed by several health- hostess had to build up a repository
conscious customers. Interesting pieces of customer profiles by recording all
of information that have come from this walk-in customers by group or segment,
community have been posted on the while servers were to observe and note
board in the restaurant, to help educate down customer behavior, preferences,
restaurant employees. and feelings. The information obtained
was shared daily, and summaries of key
learning points were posted on a board,
Remarkable Results: each week.
Thus, servers became more aware and This collectively helped to build
skillful in observing and obtaining knowledge about customers, both explicit
knowledge about their customers. The knowledge (customer profiles such
daily sharing of their observations was as names, organizations, age etc.) and
incorporated as part of the service process, tacit knowledge (customer sentiments,
and became a main mechanism for service behaviors, preferences etc.), both of
quality improvement. which were critical for business success.
Within six months, restaurant occupancy 2. The restaurant determined factors that
rates exceeded 90%, resulting in revenue influenced purchasing decisions made
growth of 10%. The revenue increase by customers in each group or segment,
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Chapter 3: To Improve Productivity and Quality of Products, Services, Processes
using both formal and informal until then, been a core competency of
approaches. In fact, the informal the restaurant. Many good suggestions
approach was usually more effective and ideas were shared by these
in getting intangible information that customers and used to improve and
sometimes could not be obtained through develop the new health food services.
a formal approach. Understanding these
factors, which could sometimes vary In addition, the restaurant also used
among the different customer groups, the expertise of their customers to
certainly helped to customize restaurant educate their employees and the
services for each key customer group public on the latest trends and news
or segment. on food-related issues through their
website.
3. The outside-in learning approach by
visiting a best practice organization
was very effective in convincing servers
of their service performance gaps as
compared to others. More importantly, Implications:
the involvement of servers in developing
service standards created ownership, Organizations should build the process of
enthusiasm and commitment toward acquiring, capturing, sharing, organizing,
implementation. and using customer knowledge into
their work process as much as possible,
Using the service standards helped to so that it will become a part of the
standardize the servicing process and responsibilities of the employees.
ensure the consistency of service quality.
In addition, the service standards It is important for organizations to
incorporated the mandatory steps for regularly analyze the information
servers to consistently observe and and knowledge obtained in a timely
capture customer characteristics, fashion, taking into account other external
behavior, feelings, and preferences, as information like local and global economic
well as to take timely, appropriate trends, social and behavioral changes in
action when customers showed any consumers, current environmental and
signs of dissatisfaction. This of course health issues impacting the food industry,
supported the restaurant in building and so on. This will give all a better
good relationships with their customers, understanding of the rapid changes in
and thus helped to retain their patrons. their customers’ needs and expectations,
enabling organizations to make sound
4. The proverb “If only we knew what our strategic decisions.
customers knew” was proven to be true
for Sawasdee Restaurant. Due to the For organizations with high turnover
increasing demand for health food rates, they should ensure that the new
among their clientelle, the restaurant front line employees-in this case the
was keen to use knowledge acquired servers - have the sufficient knowledge
from their customers who were in and skills to do their jobs. Training
health care or were themselves on body language, active listening,
food professionals. Health food had not, communication skills should be provided.
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Practical Knowledge Management Guide for SME Owners and Managers
Setting service standards can be very On the other hand, tacit knowledge
helpful in this regard. However, good (embedded in employee experience and
mentoring and monitoring systems memory) about customers such as their
should also be in place. behavior, personality and preferences
should be transferred through regular
Organizations also have to decide how face-to-face sharing, mentoring, and
to organize the explicit knowledge if possible, codified for future use.
about their customers which may seem
unnecessary when the organizations are In conclusion, Sawasdee Restaurant has
small. For example, appropriate IT systems successfully managed customer and
should be used to store customer profiles employee knowledge to improve its service
such as names, organizations, professions, quality, as well as to raise the level of
and age for easy retrieval, particularly customer satisfaction and engagement. This
when dealing with a large number of has resulted in the retention of existing
customers. patrons and increases in new clientelle.
46
Chapter 4: To Develop New Products and Services (Accelerate Innovation)
This chapter will show you how KM can It was the usual argument when these
help to develop new products and services owners of small accessories manufacturers
(sometimes even totally new business in Asakusa, downtown Tokyo, had drinks
models!) at SMEs. together after work. Although it was their
regular topic of conversation over drinks,
The first story, Guild of Plating, will give the heared argument wasn’t just due to
you some insight on how to create new their intoxication. The small, traditional
businesses through collaboration among manufacturers had been suffering from
small companies that are in the same chronic declines in sales. It was true that
industry. The story illustrates how even they needed to do something to sustain
tiny manufacturers in a declining industry their traditional businesses.
can be revived by applying their key
knowledge to different areas.
Background: Decline of Traditional
The second story on Cool Installations, Industry
demonstrates how you can achieve
significantly increased knowledge creation
and innovation through more collaborative
work teams using simple, costless, IT
tools.
Guild of Plating:
Small Manufacturers' Consortium Kaminarimon gate outside Sensoji Temple in Asakusa, Tokyo is
crowded with tourists
to Create New Businesses
Asakusa is an old town of Tokyo, and with
Prologue: Argument Among its historical architecture and streets, a
Craftspeople popular site for tourists. The town is also
well known as the center of traditional
"We all know that we are going to die, handicraft industries such as the
but we've tried nothing. I don't like such manufacturing of shoes and accessories.
loser mentality." There are hundreds of tiny family-owned
manufacturing companies whose owners
"Okay, then tell us your brilliant idea. themselves are mostly craftspeople.
How can you rev up our accessories
industry, which you say you think is Since the middle of the Edo period in the
dying?" 18th century when Japanese feudality
flourished, the area had enjoyed its unique
"Hey, you two! Calm down. We’re all in position as the center for manufacturing
the same boat. Stop fighting." traditional accessories, such as the guard
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Practical Knowledge Management Guide for SME Owners and Managers
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Chapter 4: To Develop New Products and Services (Accelerate Innovation)
When the SME owners were again looking "Plating for others? Sounds interesting.
for their core strengths at their third Every time I walk outside, I see something
meeting, one of them, who happened to that I want to plate better. A gate of a
be the youngest among them, gingerly house, the glass used at a shop, IT gadgets
said: "I am not sure if this is our core at a PC store... I often think that I would
strength, but I believe we have been have done them differently, with much
developing plating technologies." better plating," another owner jumped in.
"Huh? So what? We all know how to plate "But how could we market it?"
to create accessories. It's our business;
we were taught plating from our parents "Maybe through a website?"
since childhood."
"Who would build the website? I can only
"Yes, that’s my point. We are really good plate!" Intensive discussion continued. This
at plating: gold plating, silver plating, time, the owners got caught up in the
chrome plating, rhodium, palladium, excitement as the idea started to look
platinum, zinc..." somewhat promising. Their continuous
discussion had finally led them to discover
"Okay, okay, you don't have to tell us the their core strength that would be leveraged:
kinds of plating that we do, we all know plating technology. They weren't at all
that. What are you getting at?" asked sure whether or not they could really sell
another owner. the technology, but it seemed like it might
be worth a try. Based on this shared
"We are really good at plating. We know understanding, their discussion moved
which method to use for what and when. on to the next stage.
I think that might be our core strength.
We’ve been bumping our heads together
on how to sell more accessories. But Guild of Plating: Consortium for
what if we try to consider how to sell the New Businesses
plating technology?" said the youngest
owner. After defining plating as their core
strength, the SME owners came up with
"Good. That could be your core strength," a rough plan for a possible consortium
the facilitator from ACCI remarked. "Your that would collaboratively market and
industry has developed a high standard operate their plating business. More than
of plating technology for traditional 20 tiny companies joined the initiative,
accessories. But you have probably and they named it "Mekki Shokunin-kan",
utilized the skills only for the accessories. or Guild of Plating. According to the plan,
What if you were to apply your plating they would begin applying their core
skills to other areas?" asked the facilitator. knowledge and skills and the various
methods of plating to suit the needs of
"You mean we manufacture other products other industries - to plate anything
by plating?" asked one of the other owners. that customers wanted.
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Practical Knowledge Management Guide for SME Owners and Managers
50
Chapter 4: To Develop New Products and Services (Accelerate Innovation)
product sample, and the potential metallic tumbler for a beer company and
customer can meet with all candidate a metallic shoehorn for a shoe company.
companies to decide the plating company
they’d like to order from. If a repeat order As a result, their revenue in the first year
is received, the head office forwards it reached 15 million yen, which increased
directly to the same plating company. to 25 million yen the following year,
and then 90 million yen in four years.
The once declining industry achieved
Scheme (4) Technology Sharing its revitalization through sharing and
The intensive discussions also helped to improving their core knowledge and
identify the key plating technologies and skills: plating.
methods that were owned by different
companies. Before their discussions, nobody Guild of Plating also gained an invaluable
had known which company was good at what asset through its business activities: a
plating method. After the launch of the significant heightening of motivation
Guild, each of the owners came to know of among its craftspeople. Before setting
each other’s strengths, so they could easily up the consortium, most owners and
collaborate by bringing the different plating craftspeople had not been motivated,
methods together. Such collaboration also mostly because their businesses were
became great learning opportunities. on a consistent decline and they could
There was mutual learning of new plating not see a bright future ahead. However,
technologies that led to an improvement by marketing and applying plating
in the craftspeople's plating skills. technologies to other industries, they
realized that they could gain new business
opportunities and also contribute for
Results: Gain of New Businesses others. This change greatly impacted the
atmosphere among member companies
The collaborative effort made by the and attracted more tiny manufacturers.
among tiny accessory manufacturers to After four years, there were more than 40
market and apply their plating techniques member companies in the consortium.
gained, contrary to their expectations,
business results immediately after the
launch of Guild of Plating in 2002. A Key Success Factors:
consumer electronics manufacturer
ordered plating of parts for digital (1) Although they had no solution at the
cameras and cases for hard discs. The outset, the owners had shared an
company found that the consortium urgent issue: declines in their current
offered better plating technology to coat businesses. This understanding of
their key parts than their current supplier. their critical business issues led
the intensive discussion. We always
Soon after that, a subcontractor of an start at the critical issues, since
auto manufacturer ordered the plating of Knowledge Management is just a
partsparts for motorbikes. The consortium means to solve the key issues.
also received orders from the construction
industry, and then went on to expand (2) One of the key turning points in the
their business with novelties such as a Guild of Plating story was a redefinition
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Practical Knowledge Management Guide for SME Owners and Managers
of their core strength (knowledge through discussion, and that was the
and skills), from manufacturing fundamental infrastructure of the
accessories to plating. Intensive consortium. Craftspeople are lone
discussions led them to realize what hands who don’t typically share their
their key knowledge assets were. skills with other people. However,
they realized that by bringing their
(3) Then they created a clear KM strategy specialties together, every small
to leverage the plating technologies company could boost its capability
and skills to organize a new business. and build up an aggregation for a
This clear KM strategy was what had much larger business. Guild of Plating
led the simple schemes of the Guild. shows us the possibilities of collective
knowledge creation by small companies
(4) The owners were able to build a that can lead to big, new business
relationship of trust among themselves opportunities.
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Chapter 4: To Develop New Products and Services (Accelerate Innovation)
53
Practical Knowledge Management Guide for SME Owners and Managers
eight groups. Each group had six members that was the way they could earn the
seated around their own roundtable. most sales and profits for the company.
Each group was equipped with their own
flip charts and colored pens. The facilitator What they hadn't fully realized was that
also ensured that office staff and external they were forever 'reinventing the wheel'.
installation consultants were all equally And, because of the lack of time and the
spread out across the groups. She high pressure, they were often repeating
wanted to ensure that wherever possible, the same mistakes, at enormous cost!
people would not stick together in the
same teams, so that new thinking, new The time to respond to existing customers
ideas, and new relationships could be and prospective new customers had just
encouraged. been taking too long! The amount of time
it took to find the right information in
After explaining the problem-solving paper files, or even to find out who might
process, the facilitator put the eight have the information was far too time-
groups to work on company problems for consuming. As installation consultants
an hour. After a coffee break, each group were located across Asia, they had no
presented their findings and proposed access to any central office documentation.
solutions. The facilitator then summed The quality of work could and should have
up the morning’s work and went on to been much, much higher! There was no
formulate action plans. real innovation in either the products or
the services.
In essence, all groups had discovered the
same root causes to the problems. For all But the other key finding for all the groups
quotations, most of the time, the sales was that each team had been working in
and order processing teams started over isolation. Installers kept to themselves
each time from scratch. Furthermore, with a minimum of office communication.
there was no way to tell if the quotations The sales team hardly talked to the order
were likely to succeed or fail. The company processing team and/or finance and
had not captured from their previous administration. The communication
quotations the reasons why they had or between teams was at a minimum level,
had not been successful. They had no and there was hardly any collaboration
effective way of knowing the answers to between these teams at all.
the questions of who, what, why, where,
or when on most things. To be positive, everybody agreed that
they had to find a way to improve things.
Because everyone in the office had Everyone said they needed better systems,
been under pressure to secure sales and but nobody knew exactly what systems
process orders, there was no time for any might actually be possible.
reflection or learning after the event. There
was no system in place for continuous That is, most of the people there.
improvement.
Once a quotation job wa s finished, Fortunately, there was one person in the
the teams then rushed on to the next order processing team, Cindy Cheuk,
quotation. They thought that after all, who immediately had the solution and
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Chapter 4: To Develop New Products and Services (Accelerate Innovation)
the most appropriate systems. Her Of the thirty external installation consultants,
husband, Arnold Cheuk, worked for a five already had their own mobile laptop
small legal firm which had offices in four computers. In the office, there were three
locations. Two years ago, they had installed desktop computers, and two had Internet
a system that had helped the company to connections.
respond more quickly to their client
requests, become more innovative and,
most importantly, helped all the teams at The Central Work System (COMWISE)
different offices to better collaborate, to
better work together as one company. Cindy Cheuk went home from the company
T h e y k n e w t h a t t h e r e wa s a l o t o f meeting enthused. She could see that the
knowledge inside the heads of their people, Managing Director was keen to improve
and they wanted to find a way to better company productivity, quality, innovation,
harness that knowledge collectively and performance and competitiveness.
avoid reinventing the wheel and repeating
the same mistakes. Her husband, Arnold Cheuk, agreed to
spend a day of his weekend to initially
In simple terms, Cindy’s husband’s law set up and start a central work space for
firm went onto the Internet and started the people at Cool Installations Pte. that
using three very simple, free web tools would have Internet access for sharing
from Google. They are called Google Mail documents as well as new learning and
(or Gmail, an email system), Google Sites, ideas as they occurred, to enable better
and Google Documents. They are designed communication and collaboration.
to help people to communicate and work
together more effectively by sending, Within a couple of days, a central space
storing and editing documents centrally was created in Google Sites and Google
in one workplace so anyone can read Documents. Access was only granted over
them anywhere, as long as they have a the Internet, with user email (Google Mail)
connection to the Internet, a Gmail account, and password protection. Cool Installations
and a simple web browser. started simple.
As these web tools are free and immediately People began to refer to the central
available on the worldwide web, Cool workspace more and more, and decided that
Installations decided to try this as a simple they should give it an easy name to call.
test to improve their company systems. They named it COMWISE, an abbreviation
But not everyone had a personal computer for 'Communicating together wisely'.
or access to the Internet at the office.
So a decision was made that the system
would be tested with just those who How Did COMWISE Work?
already had a personal computer and
Internet access. The understanding was First, it was agreed that COMWISE would
that if the system worked and the results have two main sections:
were positive for company business, the
Managing Director would consider the 1. Quotations for new installations,
benefits of allocating more people with and 2. Maintenance Contracts.
computers and Internet access.
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Practical Knowledge Management Guide for SME Owners and Managers
c) accepted quotations, including a note It was agreed that “anyone in the company
explaining “why the quotation was with an Internet connection”, regardless
accepted”, sorted by date and by of their work responsibility, could submit
country suggestions and ideas to improve quotations
and/or maintenance contracts.
d) quotations that had not been accepted,
including a note explaining “why the It was agreed that the teams could make
quotation was not accepted”, sorted by minor changes, based on the ideas and
date and country suggestions that had been received.
e) a space to note things down: “what we It was agreed that the Managing Director
can learn from quotations that are either would be consulted, and would make the
accepted or rejected, for improvement decisions concerning suggestions received
the next time” for major changes.
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Chapter 4: To Develop New Products and Services (Accelerate Innovation)
Just six months later, the Managing Director 4. By making entries of new suggestions,
was so impressed with the new way of new learning and ideas for improvement,
working and the “quick wins” they had people became recognized by the system,
achieved that he decided to call a special which in turn showed their names.
company meeting for all staff to examine This gave increased recognition to
what was happening and how it could those who contributed, and they started
be encouraged and developed further. to build reputations as people who were
The same external facilitator was “willing to share” and then went on to
engaged for the day, to assist objectively become “thought leaders” to help the
in capturing and sharing the new learning, company to improve.
ideas, and comments that had been
made. 5. By reviewing the suggestions,
new learning and ideas, the team
leaders were able to improve their
Why it worked quotations and maintenance contracts
(Key Success Factors) very quickly.
and Principles to easy action,
practical application 6. During the six-month trial, with only
seven computers connected to the
On the day of the meeting, the facilitator Internet, the Managing Director received
collected comments, learning, and ideas, 13 excellent suggestions to significantly
and summed these up as follows: change the maintenance contract terms
and conditions. What surprised him
1. The system on the Internet worked well completely was that with the exception
because it was very simple and of two suggestions, they had all come
practical to use. It required no from people in the company who were
extensive or costly training, just not directly involved in maintenance
two hours per person so they could contracts. He then realized the value
become familiarized in using Google of different perceptions and the power
documents, Google Sites and Google of diverse thinking. He acted fully on
email. Actually, some of the people seven of the suggestions, which resulted
had already been using Google mail in a new innovative maintenance service
for their own personal emails, so it was contract to be offered.
even easier for them.
7. During the same six-month trial, the
2. Google tools are free on the Internet. Managing Director learned from the
No costly investment was needed system why several quotations were
in software tools. There were no consistently being rejected in Thailand.
financial investment risks involved. He had not realized, this before as
an emerging pattern. As a result, he
3. The system worked because all the changed the installation terms in
new quotations and maintenance Thailand to comply fully, instead of just
contracts were there for everyone partially, with the country’s legislation.
to see. With this, they started to He then began seeing increases in
become more knowledgeable. successful quotations.
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Practical Knowledge Management Guide for SME Owners and Managers
8. Through the use of COMWISE, Cool demonstrated that if you can open
Installations became a “learning and improve communications by
organization”. It had demonstrated giving people access to simple tools to
the principle of capturing learning and work with in shared spaces on the
ideas from all the people connected to Internet, many of the organizational
the Internet AS THEY OCCURRED, as problems that had previously existed
well as the principle of continuously would simply disappear.
turning these into improved products
and services.
Risk Factors
9. Through the use of COMWISE, Cool
Installations was able to dramatically There were a few obstacles and risks
improve their response time after identified in the trial of COMWISE.
receiving a request for a quotation.
This was because the company was able First, the people who were not using the
to create and use standard templates, Internet, and also those who were not
and reuse examples and references from IT-literate, were starting to complain that
existing quotations. Cool Installations if the trial was successful, then they too
had learned the principles of “not would have to participate. Some even
reinventing the wheel” and not “repeating feared losing their jobs. The Managing
the same mistakes”. Director reassured them by stating that
he would not insist that everybody use
10. W i t h o u t r e a l i z i n g i t , t h e t r i a l the system. They could do so only if they
demonstrated that people from all wanted to. However, he did offer everyone
parts of the organization could free training, on company time, to use the
easily, openly communicate and Internet. For people who were new to IT,
share to work together as one an “IT buddy” would be allocated. This was
c o m p a n y. T h e C O M W I S E s y s t e m a person within the company who was
enabled installation consultants, who happy to use the system and IT to teach,
were spread across countries, and the coach, mentor and support others.
Head Office in Singapore, to collaborate.
This increased collaboration had a major Secondly, as quotations and maintenance
benefit. Through collaboration, people agreements are confidential, there was
were not only exchanging information concern about the risk of competitors
and ideas, but were actually expanding gaining access to COMWISE. The Managing
their ideas together, which was far Director enquired further about this. He
greater than any individual could do discovered that passwords needed for entering
on their own. the system could be changed regularly, and
set up a system to do this on a monthly
11. Without realizing it, the trial also basis. He acknowledged that confidentiality
demonstrated that Cool Installations is a risk on the Internet - but then, so is
was “accelerating its innovation” by confidentiality in manual systems.
turning good ideas and suggestions
into better services, and much faster. He generally felt that the rewards reaped
from the COMWISE system for the company
12. Finally, without realizing it, the trial and all of its people to better communicate,
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Chapter 4: To Develop New Products and Services (Accelerate Innovation)
collaborate, learn and share knowledge of the room with a smile. "Sir, we used to
and innovate greatly exceeded the risks. be a company made up of different teams
all working as hard as we could in our own
ways to install and maintain air conditioning
The Next Step systems. Now, Cool Installations is a
'team of teams' that works as hard as it
As promised, the Managing Director can. What’s more we are now developing
enthusiastically agreed to the next step, new and better ways of installing and
to provide everyone in the company who maintaining these systems, too."
was interested in participating in COMWISE
with access to a personal computer and "Thank you, Praba," the Managing Director
the Internet. He said; "This is not an extra said. "That goes to show that the power
expenditure, because I believe it would of these systems can enable people to
be an even higher cost for the company effectively collaborate as a team and
to not have such a system." accelerate innovation."
At the next annual company meeting, the At the end of the meeting, the facilitator
Managing Director asked; "Apart from the said to the Managing Director; "When I
rapidly increasing new installation sales first came to Cool Installations, it was
and maintenance contracts we are now quite difficult to get people to talk and
experiencing, what else have you noticed to share. Their attitude was: “knowledge
through your use of COMWISE?" is power”. Now I see a great difference
in the culture of the company. People
Praba Chuen, the oldest employee at have realized that “knowledge sharing and
Cool Installations Pte. replied from the back innovation is power”.
References
1. 2010, APO Tokyo, KM Tools and Techniques manual 'Collaborative Virtual Workspaces'
2. 2010, APO Tokyo, KM Tools and Techniques wiki at http://sites.google.com/site/apokmtools/
3. 2009, APO Tokyo, APO KM Implementation Approach, Useful Technology, Module 4, pages 196-7
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Practical Knowledge Management Guide for SME Owners and Managers
This chapter will show you how good KM Productive Training and Education
initiatives can support the development of Consultants: Simple Competency
skills, motivation, and teamwork among System to Accelerate Learning
employees (sometimes even suppliers, Among Employees
partners, and customers!) at SMEs.
The Company
The first story, Productive Training and
Education Consultants, demonstrates Productive Training and Education
how the implementation of a “simple” Consultants (PTEC) is an Indian Training
competencies-based system at any Company that specializes in management and
organization can dramatically prompt staff training through the effective use of
the development of its people and grow information management and information
the organization, change attitudes technology tools. It has 40 trainers and
c o m p l e t e l y, a n d s i g n i f i c a n t l y ra i s e administrators. The company’s head
motivation. It brings positive results in the office was established in New Delhi, India
form of increased productivity, improved in 1996, and there are now franchised
relationships, better product and service offices in Mumbai, Bangalore, Pune,
quality, and profitability and growth. Chennai and Hyderabad.
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Chapter 5: To Develop Skills/Motivation/Teamwork Among Employees
The initial vigor and enthusiasm had been he was known throughout the company for
missing. the way he told people what to do, rather
than listen to their ideas and feedback.
Of greatest concern was the increasing
loss of key trainers to competitors, or So the Managing Director agreed to three
trainers setting themselves up as individual conditions for the retreat:
training companies, which meant new
competition for PTEC. 1. He would appear at the beginning, to
wish everybody a productive and fruitful
Something had to be done urgently to retreat and express his support.
stop the high turnover of key staff and the
costly training of their replacements. 2. He would allow a neutral facilitator to
work with the trainers during the three
Something also had to be done urgently days.
to improve the quality of the courses.
3. At the end of the retreat, the Managing
Director would appear for the final
What they did two hours. The facilitator would
summarize and present back to the
Mr. Kumar decided that for the first time entire group the results of their retreat
in the history of PTEC, he would arrange work.
a trainers’ retreat for three days at the
coastal resort of Goa. He felt that a It was tough for the Managing Director,
complete change of environment from the as he was the one who had successfully
frantic hustle and bustle of a large city started the company and been instrumental
to a calm beach resort would help people in its rapid growth. He was a man who
to reflect and think differently about was passionate about his company, or
some of PTEC's key problems and issues. “his baby”. He was very proud of its
achievements. But he knew intuitively
The prime objective would be to explore that it was time to let go a bit and allow
with all the trainers, both in-company and the company to move into its next stage
franchised, the current issues of quality, of team-managed growth. And he wisely
personal motivation, and high staff turnover. realized that his skills were in “creating”
He also wanted to bring the company new business operations, which were not
together and try to build a cooperative the same as “managing” growing business
training team, rather than continue to operations.
have a variety of competitive teams. The
Managing Director, Mr. Varsheydeva, agreed
completely to this initiative and offered The Trainers Retreat Day 1
to be present throughout the meeting. - a peaceful start
Mr. Kumar was delighted with the Managing Day 1 started very well. People felt
Director's total support, but was concerned consulted and more informed. People
that the trainers might also feel reluctant were excited to be able to relax and forget
to frankly share their views. The Managing the stresses and deadlines of their normal
Director was a man of strong opinion, and working day. Many trainers remarked in
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Practical Knowledge Management Guide for SME Owners and Managers
the evening that the retreat should have The facilitator called an urgent review
been held years ago. For many trainers, meeting with the Director of Training
it was the first time that they had gotten Services, Mr. Nikhil Kumar that evening
a c h a n c e t o m e e t w i t h m a ny o t h e r at the retreat hotel. He said; "Today was
trainers within the organization. People an explosion of pent-up feelings that
immediately began to change their have never been given the opportunity
perceptions of what the organization was, to be expressed. Today, the lid came off
and what it could become. the company. Today, people started to
communicate in deeper ways for the first
Furthermore, several trainers had remarked time. Today could be the turning point for
during the day that although the original PTEC."
core training programs developed by the
Managing Director, Mr. Varsheydeva, were "But what can we do to resolve these deep
still quite good, the company really needed and bitter feelings between our trainers?
some new, updated course content, and How can we ensure that everyone is
that had not been happening fast enough. recognized fairly, whether they are
But everybody managed to sleep well that in-company or in-franchise? How can we
night. The rich sea air, the food, the ensure fair distribution of sales leads?
traveling, and the general excitement of And how can we now resolve the key
meeting together probably had much to issues we came together for in the first
do with it. place? Quality, personal motivation, staff
retentionand rapid losses of knowledge?”
asked Mr. Kumar. "Furthermore, what
The Trainers Retreat Day 2 will Mr. Varshaydeva say when he arrives
- an explosion tomorrow?”
But Day 2 was a complete surprise. The facilitator replied; "All these problems
on the surface seem to have the same
Whereas Day 1 has been calm, positive, root causes. People need to be able to
and friendly, Day 2 started with several communicate openly, build more trust,
p e o p l e i n t h e f ra n c h i s e o p e ra t i o n s start to collaborate where needed, and
complaining very strongly that they felt share their knowledge to develop better
inferior, and that they were not being products and services.
recognized by the head office in the same
way as in-company trainers. The best People need to be rewarded and recognized
training sales leads, apparently, always for their contributions. This may sound
went to the in-company trainers first. simple to say and hard to achieve, but I
The facilitator had given everyone the can assure you that I have seen this same
opportunity to express their issues and situation many times before, as both a
concerns. There was no shortage of active facilitator and as a management consultant."
discussion and debate. The atmosphere
on Day 2 was very strained. The facilitator continued; "This is not just
a problem for training organizations and
By the end of Day 2, there was a noticeable their trainers. This is a problem for all
division between the in-company trainers people who work at an organization who
and the franchise trainers. need to either create new knowledge or
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Chapter 5: To Develop Skills/Motivation/Teamwork Among Employees
store existing knowledge or learning, or to they are communicating well. These are
share or apply knowledge. Most people the prerequisites of learning, sharing and
today work with one, several, or all of applying our knowledge faster. So there
these steps to better manage learning are four key terms I would like you to
and knowledge. This is a problem that all consider:
types of organizations often experience."
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Practical Knowledge Management Guide for SME Owners and Managers
To bring this virtuous circle, this upward individual trainers who worked with
spiral of trust - communications - learning knowledge. For the trainers, there was
- and sharing knowledge about in the no obvious benefit, there had been no
fastest possible way, we must first focus “what's in it for me?”.
on developing the learning and the
c o m p e t e n c e o f p e o p l e . We n e e d t o The facilitator outlined a simple personal
implement a simple system that will knowledge and competency system that
improve the competences of individuals could be implemented immediately and
and teams in their knowledge work." quickly to solve the problem.
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Chapter 5: To Develop Skills/Motivation/Teamwork Among Employees
Level 5 meant the trainer was not only By the end of lunchtime on Day 3,
competent but could develop the the trainers had clearly approved the
knowledge (training course) further implementation of the new system,
and make changes, and also teach Phase 1, subject to the Managing
other trainers as a recognized Master Director’s final ratification.
Trainer.
At 2:30 in the afternoon, Mr. Varshaydeva,
The Director of Training Services agreed the Managing Director, arrived. There was
that an updated “Directory of Trainer initially some tension following his arrival,
Competencies” would be compiled and but not as much as there had been before.
distributed following each sixth-month Instead, there was now more confidence
review, and that financial and non-financial and optimism.
rewards for trainers would be linked directly
to the levels of competence achieved. He The facilitator started to prepare himself
also agreed that at that point, “Phase 2” of for the summary presentation and
the system would be started by rewarding recommendations to the Managing
and recognizing the different levels of Director. But just as he was about to start
knowledge work done by teams once the the presentation, a voice called out from
first phase of personal knowledge work the group of trainers:
and personal knowledge competencies
had been implemented. "Would you mind if, rather than having you
make the presentation to Mr. Varshayveda,
The Director of Training further agreed to we could do it ourselves instead? We have
conduct an annual Trainers’ Excellence been discussing this as a group while
Award Ceremony each year at the Annual you were preparing, and we would like
Company Meeting. to make a team effort to give feedback
on what we think we have learned and
what we wish to implement, directly to
Key Results Mr. Varshayveda."
There was unanimous applause and great The facilitator was absolutely delighted
enthusiasm from all trainers. to see such enthusiasm and confidence.
"Of course, what a great idea. I will pick
The increased motivation in the room up if you miss any vital points, or if there
was very clear for all to see. At last, they are any questions or further clarification
were to be individually developed and needed at the end."
rewarded and recognized, regardless of
their standing, whether in-company or The Managing Director and the Director
franchise, position or region, purely on the of Training Services were both clearly
basis of individual merit. At last, those very surprised and impressed by this
trainers who had demonstrated competence initiative.
in teaching other trainers could now also
contribute to the development of new The trainers agreed that the presentation
course material. Eventually, they would team would consist of three people: one
also be rewarded and recognized for better from the head office, one from among
knowledge team work, too. the in-company trainers, and one from
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Practical Knowledge Management Guide for SME Owners and Managers
the franchise trainers, all working and now is how you can personally develop
presenting together as a team. your competencies. The competence
measurements and the reward system are
The presentation was a total success. now totally fair and objective. Even more
so, the Managing Director and the Director
The Managing Director summed up the of Training have become respected mentors
meeting by saying; "I am so grateful for and coaches who encourage you to further
the work you have all achieved these last your development. We really have moved
three days at this retreat. I sense today on within the last twelve months, from being
that this is a major turning point for PTEC. a rigid autocracy to a flexible meritocracy.
Let's all start developing and growing this And that's seen to be fair for all."
new system, this new way of learning
and knowledge working, together as one." "Yes, I have heard that too," said Gotama.
"I have even heard that Patanji, who left
PTEC two years ago to set up his own
Epilogue - One Year Later training company as a competitor, has
asked to come back and become a part
Kumar Pandichira was packing his bag. of the PTEC trainer community again."
Goa had been selected again by the
Director of Training as the ideal venue "That's simply great, I have missed
for the second three-day annual Trainers’ Patanji. Let's hope our second retreat will
Retreat. Kumar was very excited because also help us to increase our productivity,
he had been nominated for the “Excellence develop our relationships, and improve our
Award” due to the rapid increase in his quality and profitability, as did the first".
Trainer competence levels. He was also
looking forward to a complete change of
work environment and a chance to reflect Why It Worked (Key Success Factors)
on how Trainers could do things even
better. First of all, the facilitator knew the root
cause of the initial problems at PTEC,
His fellow trainer Gotama, who had had seen it many times before, and
accompanied him on the flight to Goa, knew that there was one key reason why
was new to the organization, but also this would work successfully.
pleasantly excited about the forthcoming
retreat, based on the positive stories he It would work successfully because it
had heard in the Bangalore training was a system that “directly rewarded
centre coffee shop. and recognized people for learning
and managing their knowledge better”.
"You know what I really liked about PTEC Fundamentally, every individual would
today, compared to just over a year ago?" benefit. There was nothing to lose and
Kumar asked Gotama. "There is no longer absolutely everything to gain for each
any tension or competition, or a real trainer, both personally with the improved
difference between being a trainer who’s competencies, and for the organization
franchised, or one within the organization, too, with the dramatically improved quality
anywhere in India. The politics have almost of training. The facilitator had seen
completely disappeared. All that matters these successful results at all types of
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Chapter 5: To Develop Skills/Motivation/Teamwork Among Employees
organizations, and with his proven track An organization that invests in and
record, he knew that it would work. effectively harnesses and shares the
collective learning and knowledge of
Secondly, the risk and financial investment in its people as one will be far more
the system was minimal, especially compared competitive and attractive than an
to the benefits that were to be gained. organization of competitive individuals.
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Practical Knowledge Management Guide for SME Owners and Managers
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Chapter 5: To Develop Skills/Motivation/Teamwork Among Employees
sat back and listened and allowed the over 900 answers to the question:
i n t e ra c t i o n t o p r o c e e d w i t h o u t t h e “What helps you to do your job well?”
interruptions of the interpretation. It was 73% of the answers pertain to knowledge,
a deep, almost solemn group experience. but it is very interesting to see that 50%
The CEO later asked; “Has my management pertain to motivation.
team changed so much after one workshop?”
The two illustrative vignettes below are
This is one of the many experiences based on real-world companies in the
that has convinced the author that the Philippines. In the author’s KM consulting
motivationof workers is an important practice, the story of the owner-manager
concern for managers. of a small SME, RV Publisher,[2] stands
out as an example of a manager who
In 2006-2007, the Asian Productivity knows how to motivate her workers.
Organization conducted a survey of good
KM practices in nine Asian countries.[1]
It was surprising to see that good KM First Story:
practices are often accompanied by one the Cheerleader-Manager
or more means of motivating workers.
This is one of the important conclusions Rosemarie Victoria is the owner-manager
that were derived from that APO survey. of a publishing micro-enterprise called RV
Publisher. She employs two full-time and
In 2009, the author was part of a team four part-time “on call” writer-editors,
deployed by the APO to evaluate the one salesperson who also acts as
impact of various types of projects it secretary-clerk, one driver-messenger,
supported in several Asian countries. one part-time accountant, and one
There were visits and talks with owners part-time lawyer. The company’s market
and managers of five SMEs: two in Sri niche is personal development, or self-help
Lanka, and one each in India, Indonesia, books targeted especially for mothers,
and the Philippines. The motivation of and practical do-it-yourself or DIY books
workers was discovered to be one of the for fathers.
most important concerns among the SME
owners and managers interviewed. Rosemarie looks after her employees and
their families like they were her own. She
Every semester, this author teaches a immediately recognizes good performance
graduate class in KM of about 20-25 junior (see Box #1). She is generous with her
managers, mostly in big and small private compliments for good initiative and
corporations based in the Philippines. performance, and quick in correcting
Over several years, he has collected misjudgments. She loves to teach and
[1] Talisayon, S. Organisational energy and other meta-learning: case studies of knowledge management implementation in nine
Asian countries. KM for Development Journal 5:1 (May 2009), pp. 21-28.
[2] The name and nature of business of the SME have been changed upon the request of the SME to observe business confidentiality.
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Practical Knowledge Management Guide for SME Owners and Managers
enjoys watching her employees learn and college, but she encouraged him to take
grow. She derives great fulfillment and a correspondence course in Automotive
joy in helping people to take their own Mechanics, offering to pay 50% of the
initiative “to be better, and to do better”. tuition fees. She is like a mother to all of
She is relentless in driving her employees them. In fact, when the previous driver
to constantly improve their performance. had a very serious and lingering illness,
Excellent suggestions are immediately he called for Rosemarie from his deathbed
acknowledged and announced to everyone. before he died the following day.
Like Rosemarie, her driver did not finish
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Chapter 5: To Develop Skills/Motivation/Teamwork Among Employees
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Practical Knowledge Management Guide for SME Owners and Managers
Training and learning are win-win activities for both the employees
and the company.
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Chapter 5: To Develop Skills/Motivation/Teamwork Among Employees
In 1999, the school approached the author highest personal sense of fulfillment. She
to assist in knowledge management. They was then to tell her story to a trusted
were intrigued as well as challenged by colleague. PWE is the result of an occasion
his statement, adapted from Peter Senge, of a “best fit” between personal goals,
the guru of Learning Organizations (LO), preferences, and styles on one hand, and
that “schools are teaching organizations, organizational goals, job requirements
but rarely are they learning organizations.” and relational context on the other (see
Box #3).
One of the steps implemented toward
becoming a learning organization was to After the storytelling phase, each participant
set up a cross-functional and cross-disciplinal was asked to reflect and ‘mine’ what the
Knowledge Management Team. The first PWE could tell her about what had happened
aim was for the KM Team to learn; “what in this ‘best fit’ situation – the factors and
exactly are KM and LO?” The other, the more circumstances that had led to a fulfilling
important aim was for every KM Team work experience.
member to be “fired up” about KM and LO,
and thus become advocates or champions This exercise sometimes triggers emotionally
for the rest of the school. They need to powerful storytelling from some participants.
be both knowledgeable and motivated. But for most participants, especially those
who may be losing interest in their jobs,
At the first workshop of the KM Team, the exercise is a reminder that there had
one of the modules called “Peak Work been actual situations when their interests
Experience”, or PWE, sought to converge and talents had fit well within what the
personal and organizational goals. The organization had wanted from them. If it
workshop module proved to be very has happened before, it can be made to
successful. again, if the PWE is understood well: how
and why it happened, what were the
Each participant was asked to recall an contributory factors, etc. Reaffirmation
actual work experience in the context of and new energy or motivation can thus
the organization she was working in, that come from reliving and studying that kind
was accompanied by or resulted in the of actual experience.
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Practical Knowledge Management Guide for SME Owners and Managers
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Chapter 5: To Develop Skills/Motivation/Teamwork Among Employees
Here are two examples of the PWEs and letter from the student. She wrote me a
the lessons the experiences convey: letter of thanks and appreciation for what
I had done for her two years ago. I felt
very good about myself and about my
work as a teacher.”
Employee #15:
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Practical Knowledge Management Guide for SME Owners and Managers
the “feeder”[3] schools within five and I felt like I was flying in the clouds.
kilometers and ask for teachers to volunteer I was so fulfilled!”
to contact these schools and present
“sales talk” to parents during their regular
PTA (Parents and Teachers Association)
meetings. Of all the ideas presented, the
chairperson identified my idea as the best Analysis by Employee #6:
that was worth trying. Well, everyone
knew what happened next: several “I feel fulfilled in my work when:
teacher-volunteers, including myself,
spent time making presentations at PTA • My idea contributed to save the school
meetings at eight feeder schools. from possible closure; achieving
something meaningful gave me a deep
During one of these PTA meetings, a sense of self-satisfaction.
parent of a kindergarten student
suggested that if the school could arrange • My contribution is recognized by the
for private school vans to transport their board and I was publicly presented with
children to and from the school, then the honor. The title of “Innovator Teacher
enrollment would become even more of the Year” was so thrilling!
attractive to them. Many parents liked the
idea. They also liked the prospect of their • I discover that I have other talents
children studying and being taken by bus besides teaching: giving “sales talk” to
together with their former classmates and potential customers.
friends. In the Philippines, there are many
privately-operated, for-profit school vans For many on the KM Team of the Wendell
that offer this sort of service. As a result, School for Women, the PWE module
enrollment at the last school opening had triggered renewed interest and enthusiasm,
increased by 28%, which more than made because they could better see how close
up for the drops in enrollment over the their “personal drivers” were to the
last few years. “school’s drivers.”
[3] A “feeder school” is one which produces graduates who are potentially able to enrol at the Wendell School for Women: nursery
and kindergartens that can ‘feed’ enrollees for its Grade One level of primary school, primary schools whose Grade Six or
Seven students can proceed to the school’s secondary school, and secondary schools whose senior year students can proceed
to the schools’ Teachers College.
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Chapter 5: To Develop Skills/Motivation/Teamwork Among Employees
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Practical Knowledge Management Guide for SME Owners and Managers
As we come to this chapter, we are assuming sales representatives could reuse the
that you have read at least some of the knowledge to increase sales volume
Knowledge Management (KM) stories of and revenue. Through periodic Lessons
SMEs in the previous chapters. In this Learned Sessions, KEDI was able to
final chapter, we would like to invite you develop a habit, or culture of learning and
to reflect upon what you have learned knowledge sharing. New ideas also
through the stories and to consider how emerged, which dramatically improved
you can apply the learning to the real how KEDI sold its products.
world in which you live.
Innovating business models via KM is
another approach to dramatically increase
Key Message 1: revenue. Ishima Manufacturing created
KM can help increase revenues of SMEs a procedure whereby customers visited
their factory and personally observed
Sawasdee Restaurant was able to increase the metalworking, especially the laser
its revenue by using a variety of methods processing skills of their craftsmen. This
to get a better sense of customer interactive and collaborative procedure
knowledge and thereby increase between customers and Ishima managers
occupancy rates. These were providing resulted in new ideas for how Ishima’s core
training for servers to: read body language; capabilities could be applied to specific
develope active listening skills and to raise client needs. The results awere new
its service standards of excellence; businesses and higher revenue for
surveying of preferences of various customer Ishima.
segments; taking note of customer
preferences and complaints; leaving Guild of Plating, a stable of small accessory
customer suggestion forms at every table; manufacturers in Asakusa, Tokyo, was
interactive sessions with customers; and able to reverse the decline in their revenue
suggestions from a virtual community of by redefining their business: from
health food lovers. The first key learning individual manufacturing of small accessories
was that KM can be a great method to help to selling specialist plating services through
increase the revenue of your company. an organized association, or guild, of plating.
From individual SMEs competing with each
The approach of KM for increasing revenue other in a market vulnerable to competition
varies a great deal. High-performing sales from countries like China, the redefined
representatives are the best practitioners business model allowed SMEs to cooperate
in sensing customer needs and in making and collaborate to serve a larger market.
successful sales. They perform well
because of the skills and know-how they Cool Installations was suffering from stiff
have developed. Kitchen Equipment competition and declining sales. It couldn’t
Distributors Inc (KEDI) was able to motivate submit quotations to customers in a timely
high-performing sales representatives manner. The main reason for this had
to share their knowledge so that other been poor communication and work
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Chapter 6. Takeaway Learning
collaboration among their geographically costs, the low efficiency of packing lines,
separated disparate staff and consultants. and the inconsistent quality of raw materials
The KM solution turned Cool Installations coming in from their contract farmers.
around. Evergreen was able to elicit knowledge of
the “do's” and “don'ts” from various contract
A collaborative web-based work space farmers, which were then consolidated into
enabled them to work together 24/7 to practical guidelines for all. Storytelling
overcome their geographical distance. by the more successful contract farmers
They were able to draft and edit quotations was used to spread the practice to other
and contracts, store and share commonly- farms. The discovery and the sharing of
needed documents, such as notes on what knowledge generated beneficial results.
had been learned (ie. why a quotation had Converting from a “line system” to a “cell
been accepted or rejected), etc. The new system” increased packing efficiency by
system was inexpensive; it uses applications almost three times, but the latter required
available free of charge on the Internet. multiple skills. Skill mapping, together
The new system, called COMWISE with skill sharing, videotaped instruction
(“Communicating together wisely”), and coaching were employed to address
enabled the company to reverse the decline the skills gaps. With cash ewards as
in sales in less than one year. motivation, Evergreen employees were
also able to generate new ideas for
While implementing KM initiatives and process improvement. The second key
increasing their revenue, the workers learning was that KM can support the
and employees at each of the five SMEs reduction of business costs for your
described above experienced a positive company.
change in their work ethics and work habits
A new, greater orientation toward Losing talent or human capital to competitors
learning and continuous improvement. is costly for any business, particularly for
The experience of being confronted by SMEs. Productive Training and Education
a serious business problem and the Consultants (PTEC) suffered from this
subsequent experience of successfully consequence when its franchised trainers
solving the problem together also resulted felt that they were being unfairly treated,
in greater worker engagement in the compared to the in-company trainers.
growth process of the company. The problem was successfully addressed
when PTEC adopted a strategy to invest
in the development of the competencies
Key Message 2: of their people and to measure the
KM can help reduce business competency levels, where the highest
costs of SMEs competency level was that of a Master
Trainer who could teach others. The
Evergreen Fresh Foods is a successful SME success was explained in the observation
that exports food products to Europe. that higher competencies resulted in better
To adhere to the safety, cleanliness and confidence, capability, and willingness
freshness standards required by its to share knowledge. In turn, knowledge
customers, Evergreen follows EurepGAP1, sharing generates more trust and hence
HACCP, GMP and ISO 9001 standards. better communication among knowledge
However, their problems were the high workers, thereby initiating a “virtuous
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Practical Knowledge Management Guide for SME Owners and Managers
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Chapter 6. Takeaway Learning
If in your KM initiative you cannot answer It is not just the knowledge of the employees
the question; "what's in it for me?" asked that can trigger innovation for existing
by workers, there is little chance for businesses. Sawasdee Restaurant was
success. able to develop new services, such as
health dishes and lunch delivery services,
by acquiring and making good use of
Key Message 4: customer knowledge. If you handle it
Successful KM can help accelerate correctly, customer knowledge is usually
innovation of SMEs the wellspring of new services and
products. Although their approach was
Guild of Plating successfully created new very different, Ishima Manufacturing also
business by forming a Knowledge Cluster utilized their customer knowledge to
among tiny accessories manufacturers. innovate their business. They built new
They realized that their strength was in processes to bring together that knowledge
their plating technology, and collaborated with their own, and thus created new
to apply the strength to different fields business.
to create new businesses. The fourth
key learning was that KM can also help to
accelerate innovation, creating new For KM Implementation
products and services, or even innovating in Your Small Company
business models for SMEs. We can learn
from Guild of Plating that SMEs can often As mentioned above, you can apply KM
find opportunities for new business by initiatives to many kinds of critical business
redefining and applying their key strengths issues that you may currently face. Of
from the knowledge perspective. Forming course, KM is not an all-purpose cure. KM
a Knowledge Cluster among tiny companies is one means that focuses on knowledge
is often a powerful approach to create new to solve your critical business issues. You
business. Although each tiny, individual don't have to, and should not, try to solve
company has only limited resources, they many issues all at once. The first step of
can gather together the strengths of the successful KM is always to set your focus
various SMEs to innovate new business on the particular issue that you want to
models. solve. By setting the scope, you can then
move on to the next step to plan KM
The Cool Installations story tells us that initiatives. Let's look into the next steps
sharing key knowledge among employees a little more deeply in the next section.
can give them leverage in their existing
businesses. The company shared each
worker's experience on both installation
and maintenance contracts to innovate
the way they worked. As a result, they
improved their rates of new installation
orders and acceptances of maintenance
contracts.
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Practical Knowledge Management Guide for SME Owners and Managers
2. Improved quality and productivity 6. The APO consultant will consider your
proposed “key” priority business area
3. Increased employee motivation, and, together, you can approve and/or
knowledge and skills determine the best business area to
start/pilot, that will yield the greatest
4. Acceleration in new product and benefit and measurement over, say, a
service innovation six-month period.
So what should you consider as the next 7. If you do not have an NPO that can
key steps and actions to better manage visit you, consider attending a public
the knowledge and start to bring about seminar and/or even visiting other
these business improvements? organizations that work with KM.
This will help you to better understand
We suggest that the next steps could be to: how KM works.
1. Allocate someone (or some people) in 8. There are also several free APO
the organization with the responsibility publications available for further study
to take this further. This could be the on the APO website, as contained in
owner or a senior manager or a small the “References” section of this book.
management team.
2. Discuss and agree, from this book, on Key Questions for Your KM Launch
the 'key' problem/challenge/opportunity
areas that you think you need to start The following are questions for Step 3.
with. Answer the following questions to check
if Knowledge Management will be an
3. Consider and agree on your responses appropriate approach to help you to
to the key questions (described below) improve your key problem/challenge/
to launch knowledge management in opportunity areas identified in Step 2.
your organization.
1. Do you know what key knowledge/
4. Arrange with your National Productivity know-how you need to improve upon
Organization (NPO) for some basic KM the above issue(s)?
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Chapter 6. Takeaway Learning
2. Do you know where the needed If you answers to the third questions are
knowledge is, or how to find such “yes”, then Knowledge Management can
knowledge? Is it available within help you. The most important thing then
your organization, or is it something is to commit yourself to take further
that you need to acquire from outside action along these suggested lines, or
your company? If it's available in even better, suggested lines, if you can.
your company, then who holds such
important knowledge? Effective knowledge management for
significant business improvement is also
3. Do you agree that if your company a “business evergreen”. Some say it's
can better manage such knowledge the key business evergreen for the 21st
(capturing, organizing, sharing or Century. Knowledge Management is a
reusing the knowledge), you can journey, and we hope you now feel ready
solve the above issues? and better-equipped to take the next steps.
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Practical Knowledge Management Guide for SME Owners and Managers
APO REFERENCES
The Asian Productivity Organization has developed a wide range of publications, many
of which are free downloads from the website for your personal use at:
http://www.apo-tokyo.org/00e-books/00list_iss.htm
In particular, the following book makes special references to APO Knowledge Management
publications for further reading at:
3. Knowledge Management:
Case Studies for Small and Medium Enterprises
©APO 2009, ISBN: 92-833-7088-0
This casebook is an accompaniment to the Facilitators’ Guide.
It describes real-time experiences of SMEs that have successfully
implemented KM to provide guidance and inspiration to SME
owners and managers and stimulate them to follow these
exemplary cases.
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APO REFERENCE
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Practical Knowledge Management Guide for SME Owners and Managers
Ron Young is the CEO and Chief Knowledge Officer of Knowledge Associates International
Ltd, a KM Consulting Group that he founded in 1994, based in Cambridge and London,
UK.
86
Asian Productivity Organization
Phone: (81-3)52263920
Fax: (81-3)52263950
E-mail: apo@apo-tokyo.org
Web site: www.apo-tokyo.org