The Knowledge Dimension of Manufacturing Transfers

A method for identifying hidden knowledge

Erik Skov Madsen, Jens Ove Riis, Brian Vejrum Sørensen

Publikation: Bidrag til tidsskriftTidsskriftartikelForskningpeer review

Resumé

Purpose: In the context of transferring manufacturing knowledge to new locations, whether this is to parties inside or outside the legal boundary of a firm, a key problem remains, that it is often difficult to explain what operators really know, or why what they do really works. Still most attention is given to planning the physical move and to the explicit knowledge associated with normal operations. We argue that manufacturing processes rarely contain the necessary robustness that can be replicated in a new context. The transfer, therefore, should encompass a wider range of task situations and the associated sets of knowledge. The purpose of this paper is to develop a method that may help to identify and capture the knowledge tied to non-normal task situations as a basis for supporting an accelerated learning at the new site.

Methodology - Three case studies based on observations over 1½ years and interviews (n=59) with operators, management and technical support staff on both sides of the relationship, illustrate and support the developed model. A fourth case study is used to test the method.

Findings - The case studies show that the classification of task situations can be used in the process of identifying hidden knowledge.

Implications - The paper operationalizes knowledge tied to different task situations at the shop floor and shows that the non-normal task situations deserve increased attention in the literature as well as in practical work of preparing for a transfer of manufacturing processes. The proposed method may help companies identify hidden knowledge and prepare a comprehensive training program.

Originality - The authors present a framework for assessing knowledge of various task situations and a method for transfer of non-normal task situations.

OriginalsprogEngelsk
TidsskriftStrategic Outsourcing: An International Journal
Vol/bind1
Udgave nummer3
Sider (fra-til)198-209
Antal sider11
ISSN1753-8297
DOI
StatusUdgivet - 2008
Udgivet eksterntJa

Fingeraftryk

Manufacturing
Manufacturing process
Operator
Shopfloor
Training program
Robustness
Staff
Methodology
Planning
Explicit knowledge

Citer dette

@article{686fa990b25b11de9743000ea68e967b,
title = "The Knowledge Dimension of Manufacturing Transfers: A method for identifying hidden knowledge",
abstract = "Purpose: In the context of transferring manufacturing knowledge to new locations, whether this is to parties inside or outside the legal boundary of a firm, a key problem remains, that it is often difficult to explain what operators really know, or why what they do really works. Still most attention is given to planning the physical move and to the explicit knowledge associated with normal operations. We argue that manufacturing processes rarely contain the necessary robustness that can be replicated in a new context. The transfer, therefore, should encompass a wider range of task situations and the associated sets of knowledge. The purpose of this paper is to develop a method that may help to identify and capture the knowledge tied to non-normal task situations as a basis for supporting an accelerated learning at the new site.Methodology - Three case studies based on observations over 1½ years and interviews (n=59) with operators, management and technical support staff on both sides of the relationship, illustrate and support the developed model. A fourth case study is used to test the method.Findings - The case studies show that the classification of task situations can be used in the process of identifying hidden knowledge.Implications - The paper operationalizes knowledge tied to different task situations at the shop floor and shows that the non-normal task situations deserve increased attention in the literature as well as in practical work of preparing for a transfer of manufacturing processes. The proposed method may help companies identify hidden knowledge and prepare a comprehensive training program.Originality - The authors present a framework for assessing knowledge of various task situations and a method for transfer of non-normal task situations.",
author = "Madsen, {Erik Skov} and Riis, {Jens Ove} and S{\o}rensen, {Brian Vejrum}",
note = "Paper id:: DOI: 10.1108/17538290810915272",
year = "2008",
doi = "10.1108/17538290810915272",
language = "English",
volume = "1",
pages = "198--209",
journal = "Journal of Global Operations and Strategic Sourcing",
issn = "1753-8297",
publisher = "JAI Press",
number = "3",

}

The Knowledge Dimension of Manufacturing Transfers : A method for identifying hidden knowledge. / Madsen, Erik Skov; Riis, Jens Ove; Sørensen, Brian Vejrum.

I: Strategic Outsourcing: An International Journal, Bind 1, Nr. 3, 2008, s. 198-209.

Publikation: Bidrag til tidsskriftTidsskriftartikelForskningpeer review

TY - JOUR

T1 - The Knowledge Dimension of Manufacturing Transfers

T2 - A method for identifying hidden knowledge

AU - Madsen, Erik Skov

AU - Riis, Jens Ove

AU - Sørensen, Brian Vejrum

N1 - Paper id:: DOI: 10.1108/17538290810915272

PY - 2008

Y1 - 2008

N2 - Purpose: In the context of transferring manufacturing knowledge to new locations, whether this is to parties inside or outside the legal boundary of a firm, a key problem remains, that it is often difficult to explain what operators really know, or why what they do really works. Still most attention is given to planning the physical move and to the explicit knowledge associated with normal operations. We argue that manufacturing processes rarely contain the necessary robustness that can be replicated in a new context. The transfer, therefore, should encompass a wider range of task situations and the associated sets of knowledge. The purpose of this paper is to develop a method that may help to identify and capture the knowledge tied to non-normal task situations as a basis for supporting an accelerated learning at the new site.Methodology - Three case studies based on observations over 1½ years and interviews (n=59) with operators, management and technical support staff on both sides of the relationship, illustrate and support the developed model. A fourth case study is used to test the method.Findings - The case studies show that the classification of task situations can be used in the process of identifying hidden knowledge.Implications - The paper operationalizes knowledge tied to different task situations at the shop floor and shows that the non-normal task situations deserve increased attention in the literature as well as in practical work of preparing for a transfer of manufacturing processes. The proposed method may help companies identify hidden knowledge and prepare a comprehensive training program.Originality - The authors present a framework for assessing knowledge of various task situations and a method for transfer of non-normal task situations.

AB - Purpose: In the context of transferring manufacturing knowledge to new locations, whether this is to parties inside or outside the legal boundary of a firm, a key problem remains, that it is often difficult to explain what operators really know, or why what they do really works. Still most attention is given to planning the physical move and to the explicit knowledge associated with normal operations. We argue that manufacturing processes rarely contain the necessary robustness that can be replicated in a new context. The transfer, therefore, should encompass a wider range of task situations and the associated sets of knowledge. The purpose of this paper is to develop a method that may help to identify and capture the knowledge tied to non-normal task situations as a basis for supporting an accelerated learning at the new site.Methodology - Three case studies based on observations over 1½ years and interviews (n=59) with operators, management and technical support staff on both sides of the relationship, illustrate and support the developed model. A fourth case study is used to test the method.Findings - The case studies show that the classification of task situations can be used in the process of identifying hidden knowledge.Implications - The paper operationalizes knowledge tied to different task situations at the shop floor and shows that the non-normal task situations deserve increased attention in the literature as well as in practical work of preparing for a transfer of manufacturing processes. The proposed method may help companies identify hidden knowledge and prepare a comprehensive training program.Originality - The authors present a framework for assessing knowledge of various task situations and a method for transfer of non-normal task situations.

U2 - 10.1108/17538290810915272

DO - 10.1108/17538290810915272

M3 - Journal article

VL - 1

SP - 198

EP - 209

JO - Journal of Global Operations and Strategic Sourcing

JF - Journal of Global Operations and Strategic Sourcing

SN - 1753-8297

IS - 3

ER -