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Case Study 1 - KNOWLEDGE MANAGEMENT

Yongxin implemented an ERP system using knowledge management strategies. They organized training for top managers in 1998 and sent managers to other companies in 1999 to learn about ERP best practices. In 2000, Yongxin began building a knowledge sharing network by renovating facilities and installing systems. The ERP implementation required changes to business processes and integrating the software into operations. To address this, the information center hired both IT professionals and operational experts from across the company to help transfer knowledge between departments.

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Shweta Vidpi
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42 views3 pages

Case Study 1 - KNOWLEDGE MANAGEMENT

Yongxin implemented an ERP system using knowledge management strategies. They organized training for top managers in 1998 and sent managers to other companies in 1999 to learn about ERP best practices. In 2000, Yongxin began building a knowledge sharing network by renovating facilities and installing systems. The ERP implementation required changes to business processes and integrating the software into operations. To address this, the information center hired both IT professionals and operational experts from across the company to help transfer knowledge between departments.

Uploaded by

Shweta Vidpi
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Session 2021 – 22

Case Study Competition

KNOWLEDGE MANAGEMENT

Knowledge management improves the flexibility and innovation capacity of a


company by enabling knowledge sharing and leveraging what people know. It
provides the right path and management methods for sharing of explicit knowledge
and tacit knowledge. Yongxin uses knowledge management in the implementation
of ERPs. Operating personnel primarily use explicit knowledge in the design,
system operation, and test maintenance of ERPs. ERP management ideas and
related techniques utilized by section and middle-level managers are “tacit
knowledge.” Finally the implementation of Yongxin’s ERP consists of the
outcome of knowledge innovation, that is, the combination of tacit knowledge and
explicit knowledge mentioned above. Yongxin organized its top managers to learn
ERP knowledge early in 1998. At the same time, Yin Jicai, as vice-general
manager, led the management team to Meilin Company to learn their successful
experience of information management. In 1999, he and the secretaries of all
departments went to Star Co., Ltd. — a template enterprise of Chinese information
management — where they accumulated a great deal of data about MRP, ERP,
CIMS, and the trend of domestic information management development. The effort
made a good foundation for the company’s structuring of its highly effective
knowledge sharing network. At the beginning of 2000, Yongxin started the
construction of the infrastructure for the knowledge sharing and shared network
project by rebuilding the main production facility and installing the necessary
controlling and monitoring system. In March 2001, Yongxin proposed the
company’s development plan to each department and district. At the end of 2001,
Yongxin founded the information center to make sure that the network’s
construction ran smoothly with Yin Jicai as the responsible manager for network
construction. He quickly realized that the ERP was more than a software system.
The ERP implementation required optimum operation flow and integration in the
network platform. Also, the design of business processes was unlikely to be carried
out thoroughly if the business departments were negative to the project (Desouza,
2003). As a result, he 22 considered it necessary for information center employees
to be familiar with basic computer knowledge and the company’s everyday
operations. Thus, he appointed computer professionals as well as business elites
from finance, storage and distribution departments, and other critical departments
that played important roles in the process of knowledge and management ideas
transference.

Questions

1. What are the challenges faced by the organization in implementation of


ERP?
2. How does the organization’s structure influence the implementation of
ERP?
3. Discuss the central role of knowledge developer in the implementation
of ERP?
4. How the Expert knowledge is created, shared and transferred in this
organization?

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