A Study on the Application of TPM in the Traditional Industry Perspectives from Knowledge Management

• Main Authors: Wang, Pei-Nan, 王培楠
• Other Authors: Ko, Chen-en
• Format: Others
• Language: zh-TW
• Published: 2004
• Online Access: http://ndltd.ncl.edu.tw/handle/59960702154046711165

碩士 === 國立臺灣大學 === 管理學院知識管理組 === 92 === THESIS ABSTRACT GRADUATE INSTITUTE OF BUSINESS ADMINISTRATION NATIONAL TAIWAN UNIVERSITY NAME：Wang, Pei-Nan MONTH/YEAR：January, 2004 ADVISER：Ko, Chen-en, Ph.D. TITLE: A Study on the Application of TPM in the Traditional Industry Perspectives from Knowledge Management The twenty-first century will be the era of the knowledge economy. From the point of view of both individuals and organizations, the creation and utilization of knowledge will be the key factor in corporate competition. Organizations will need to rely on individuals to produce knowledge, but individuals will also need organizations to support them and provide a suitable working environment; the organization will strengthen the motivation for the creation of knowledge by the individual, while at the same time the individual will rely on the organization’s comprehensive resource network to help their creative output take concrete form. Today, traditional industries are faced with an increasingly hostile business environment. Enterprises need to think about how they can use their company’s activities to build knowledge within the enterprise. If this can be achieved, it will help to strengthen the enterprise, allowing it to build new core competencies. This study takes as its foundation the literature and theories relating to knowledge, organizational learning and TPM (Total Productivity Management). It puts forward an Enterprise Knowledge Creation Promotion Model, using a case study of TPM promotion in Taiwan’s traditional industry. Within the overall framework provided by the Enterprise Knowledge Creation Promotion Model, this study uses seven main structural elements — the establishment of an enterprise vision, analysis of the internal and external environment, setting of enterprise goals, establishment of the organizational framework for project implementation, establishment of an enterprise knowledge “Paradigm”, across-the-board promotion of enterprise creation within the enterprise, and performance appraisal — to explain the process whereby enterprises create knowledge. Establishment of an enterprise vision involves the formulation of an enterprise knowledge strategy by senior management, and the establishment of learning-based organization within the enterprise. Analysis of the internal and external environment requires exploration of how an enterprise having to compete within the environment created by the knowledge economy should utilize its knowledge assets. In the setting of enterprise goals, the goals in question should relate to enhancing enterprise value and cultivating new core competencies. Establishment of an organizational framework for project implementation requires consideration of how, in the process of implementing activities, a consensus regarding organizational culture and change can be built as smoothly as possible. The main emphasis in the establishment of enterprise knowledge “Paradigm” should be on small-scale pilot projects, the building of knowledge paradigm that can be emulated within the enterprise, and the transfer of organizational knowledge. Across-the-board promotion involves the setting of priorities in light of the enterprise’s limited resources, and the implementation of a strategy to achieve synchronized extension of knowledge. Finally, performance appraisal uses the standards employed in the National Quality Awards, implementing a comprehensive evaluation of the methods employed by the enterprise in the areas of knowledge management. Keywords: Knowledge; Organizational Learning; TPM; Enterprise Knowledge Creation Promotion Model