On the iron and steel industry, knowledge management
With biology, microelectronics, information and other knowledge-based industries continue to gather the rise of knowledge from the factors of production come to the fore, and is to promote human well-known economist, Thoreau walked into was called the third industrial revolution of the "knowledge economy." In the knowledge-based economy, knowledge capital, became the capital of the most important thing in the Rubik's Cube one-dimensional, it has changed individuals, organizations and even the entire country's wealth creation mode, making the first time humans do not rely on physical resources, knowledge creation as long as have the ability wealth can be formed. In the knowledge economy era, the traditional mainstay industries - iron and steel industry has been cast by the setting sun light, especially in the Western industrialized countries, iron and steel industry stagnation. Although in 2003 the global steel industry has made great progress, But the United States, Germany, France, Spain, Canada and other countries have seen a negative growth. the face of the continuous emergence of intellectual capital, capital-intensive steel industry, we do about it Iron and steel enterprises support the development needs of the knowledge The community has been circulating this sentence: "No money could not handle iron and steel", in which the truth is obvious. Iron and steel industry, the entire value chain - from mining, steel-making until the sale, everywhere all need a lot of capital investment to the normal operation of the steel industry is the backbone of industry, but also in industry aristocracy. However, with the continuous development of the globalization process, as well as the growing multi-faceted competition intensified in the past of this dimension of capital funds alone will be able to "A Little Nightmare iron and steel" of the times long gone. Iron and steel industry to get a new life, we must charge to the iron and steel industry into a new vitality, but knowledge capital as an increasingly important element in the steel industry, also can play an important role. while the iron and steel enterprises and the combination of
knowledge management, but also can indeed maintain the vigorous vitality . the United States Chaparral Steel is a good example. Chaparral Steel Company is a U.S. company in 2001, ranked 10th in the U.S. steel industry. In the past 20 years, it created a world record .1990 many years, it produces a ton of steel with 1.5 hours, while the U.S. average 5.3 hours, Japan is 5.6 hours, Germany is 5.7 hours. Chaparral Steel Company's core competency lies in the use of new technologies, products and processes quickly in capacity. This core competence is how it was built it was found through research, Chaparral Steel Company's core competencies in essence, a lot of elements from the interaction of the system, including staff skills and knowledge, physical technical systems, management systems and values and norms in four areas. embedded in employees of the skills and knowledge systems constitutes the core competitiveness of the most important factors. Knowledge management applications in the steel industry is another good example of New Zealand and the United States Steel Corporation may be (Nucor Steel). In the past three decades, New Zealand may have been the most innovative and fastest-growing steel companies, to explain the New Zealand and how the company can be successful, organizations need to analyze their knowledge of how it works. Since late 1960, since the steel industry in the U.S. economy, is profitable and growing industry, one of the worst, New Zealand can be caught in the plight of the industry in in the business for three decades, the annual turnover of the complex and growth rate of 17%, and by New Zealand and can be created within the company did not make any acquisitions; In addition, from 1968 to 1998, the New Zealand company to an annual average of return on equity of more than 20%. Now, New Zealand, may be iron and steel companies have been occupying the top spot in the U.S. steel industry, annual production exceeded 20 million tons by the International Iron and Steel Industry Association, in 2003 emissions from iron and steel enterprises global competitiveness rankings, the New Zealand may be the company listed in the third. New Zealand may be the company's success lies in the fact Specializes do one thing: become the world's most efficient steel companies, but has remained so. it has been able to do this, is as they develop and continue to enhance the unique three strategic capabilities: plant and operate the new plant's technical knowledge; the manufacturing
process expertise; earlier than others, the ability to use breakthrough technology, but also the effectiveness of the use of new technology than their competitors higher. Is to be a saying: "No non-profit sectors, only non-profit-making enterprises", which two iron and steel enterprises in the whole industry is facing difficulties, have shown a strong vitality, and their shining at the common lies in the way - the importance of knowledge and positive application of the wisdom of the steel covered with a layer of light. In China, although the iron and steel enterprises have not yet entered the implementation of systematic knowledge management stage, but some companies have recognized the importance of intellectual capital, and to carry out a conscious sharing of knowledge resources and applications. For example, a rising star in recent years, Valin Group in order to further develop the Group's overall superiority, the full integration of resources into a higher level, the Group carried out from two aspects of knowledge transfer, sharing and application. The first group of vertical transmission of knowledge capital through various channels to the Group's business philosophy to pass from top to bottom, and instilled into all staff. including the proposed "big benefits" concept, has left the "not to engage in technical innovation is to die and engage in technical innovation is seeking death" of the cycle; made "Yong crisis, forecasting a crisis, create a crisis, to avoid crisis," the initiative crisis theory, the employees of a fundamental change in ideas and so forth. one dollar intellectual capital of the vertical transmission, have been or are being played by emancipating the mind, promote reform, promoting development and integration of the role of corporate culture. The second is a subsidiary of intellectual capital in accordance with lateral extension of the idea of a subsidiary of mutual learning interaction guide. In recent years, Valin Steel has popularized the value for the implementation of ERP information management experience, a comprehensive digital construction group roll; promote Xiangtan Iron and Steel "dynamic assessment, mantissa out" approach, so that group formed a "management promoted or demoted, the staff can be hired, and income can be increased or reduced," a new mechanism; promote the experience of supporting stripping LIANGANG , so that non-steel industry, for one year a group level, the benefits of becoming a new growth point. dualistic knowledge capital of the lateral
extension to enable the subsidiary to achieve reform and mutual learning, management, into each other, experience sharing. through the sharing of knowledge and applications, Valin to extend the benefits of a management advantage for the entire group in order to achieve maximum integration of knowledge resources. After we move into the knowledge-based economy, whether it's traditional manufacturing-based business or new high-tech enterprises, their core competitiveness to a large extent depends on their use of knowledge and the ability to create knowledge, but is committed to the enterprise's knowledge resources transformed to improve organizational efficiency, responsiveness, and innovation capacity in such areas where it is the task of knowledge management. Combination of iron and steel industry understanding of knowledge management 1, knowledge is what is In the understanding of knowledge management, we must first understand what knowledge is. Knowledge of nature should be originated in the wisdom of the idea, but in the organization, knowledge is common in the file system, also implied in their daily work. It consists of structured experience, values and through the symbolic The information, the expert's unique insights, new experiences of the assessment, integration and so the scope of knowledge. For example, in the past long-term work in the iron and steel production line workers for the steel-making coking coal when the input ratio, the temperature of steel, as well as time to grasp the experience, knowledge on the part of the ranks. Knowledge can exist in individuals and groups. Individual has a wealth of knowledge, so called intellectuals; organizations have a wealth of knowledge, called knowledge-based enterprises; when the knowledge of the impact of mass participation in social activities, the so-called knowledge-based economy. Of knowledge different from information on its identity in the information to go through the learning process can only lead to knowledge and value-conscious. Knowledge is different from the technology, technology products and services of specific components, only the knowledge of belonging to the visible part of The knowledge also includes the products and services integral part of the abstract and as a driver of technical innovation and an important basis for product
innovation. 2, organizational knowledge of how to form Strictly speaking, only individuals can create knowledge, organizations can not help to generate knowledge by individuals. However, organizations can support creative individuals, provide the right environment to strengthen members in creating knowledge, motivation, and build a network of adequate resources to promote the process of knowledge creation and knowledge to create concrete results of the open. Generally speaking, tacit knowledge can be divided into two major categories of knowledge and explicit knowledge, tacit knowledge exists at the individual body, with the experience of the individual situation is unique subjective and difficult to specific and common technology; explicit knowledge is are present in groups, more specific and objective, we can use explicit language to describe each other as well as to the external extension of the proliferation of circulation. because of the tacit knowledge of individuals who are the source of organizational knowledge, so the process of organizational knowledge creation include: first implicit knowledge of groups of individuals (or co-oriented processes), and then a consensus that the formation of groups other than the obvious increase of knowledge of (or known as the externalization of the process), becoming a clear and effective use of a specific organization knowledge. the same time, organizations also need to learn to absorb the internalization of external knowledge to make it to enrich the organization's knowledge stores, and then a variety of sources for further combinations of organizational knowledge to increase the organizational knowledge system to the final product and services value. From the above formation process of organizational knowledge, we can see there are several capacity will be closely related and organizational knowledge creation. First, tacit knowledge of groups of individuals. This is a form of sharing of personal experiences with the process to form a group consensus, it will need within the organization supporting the establishment of adequate communication mechanisms, and the members can share common values, that is, organizations need to have the ability to form a consensus of knowledge. For example, in iron and steel enterprises will be organized to carry out the exchange of experience, facilitate the exchange of work experience, these experiences, including how
to improve work efficiency, how to design a molten iron transportation routes, and even employees in the work process, including what position to take the most comfort, etc. For all these experiences, are also of knowledge. verified after these experiences within the organization to promote, and even the establishment of standards, to form the body of knowledge. Secondly, the tacit knowledge dominance. This is a form of the overall experience will be organized into specific insights and innovation-oriented, making it a formal organizational knowledge, and can be extensive and effective use, and has become a part of organizational knowledge assets. The tacit knowledge dominance, In addition to the steps required before a group consensus-building process, but the key is how to belong to an abstract of knowledge and experiences with specific, make it easy to organize knowledge in a specific application of product innovation activities. Basically, the tacit knowledge explicit is a an important part of the activities of organizational innovation, innovation ability of enterprise organization, dominance effect was particularly significant. For example, the steel-making furnaces in the steel-making process of artisans appreciate the temperature, blowing the relationship between the oxygen and the yield, through the organization of trial and error experiments and repeated demonstration of the process and access to the members for the recognition and experience of the experimental consensus, and finally developed as a way to automatic control of temperature and oxygen blowing of the software program. craftsmen and experiences with this will be transformed into generic software programs are generally used in factories, is a dominance of the tacit knowledge process. Third, the internalization of external knowledge. In addition to internal sources of organizational knowledge, there is a significant proportion is derived from the results of external studies. How to internalize external knowledge and become a part of the stock of organizational knowledge, has challenged the organization's ability to learn. As the organization for the expertise in the formation of an exclusive nature, the environment often do not apply a different excuse to evade the pressure of learning. In fact, the introduction of external knowledge within the organization will use is the need to go through a transformation process that also includes how to learn from experience to be co-oriented with an external-oriented.
For example, 90 times in the last century, China's steel industry, as well as various industries have been set off to learn, "Handan Iron and Steel experience" of time that a high tide, hoping to apply the lessons learned Handan Iron and Steel own business in the past, this is a typical external knowledge internalization process. Finally, we need to achieve the added value of organizational knowledge. This refers to how a large number of explicit knowledge within the organization to be combined to form a systematic organization of knowledge systems, thereby increasing the added value of organizational knowledge. China's steel industry on the technical side has been taking a long time abroad, internal digestion, and then to the way of technological innovation in which technological innovation is a value-oriented process of organizational knowledge. In the era of knowledge economy, in order to become a knowledge-based enterprises, managers need to understand the formation process of organizational knowledge, and the following four kinds of tissue culture capacity to effectively raise the stock of organizational knowledge and value: Consensus on the development of organizational knowledge capabilities in order to enhance the knowledge of the group of individuals; The development of organizational knowledge innovation, to enhance the tacit knowledge of dominance; The development of organizational knowledge ability to learn, to enhance the internalization of external knowledge; The development of organizational knowledge integration capabilities to enhance the added value of organizational knowledge; 3, what is knowledge management Knowledge already exists within the organization, but messy dispersed in different units within the organization and staff of the individuals. Knowledge, due to clutter, but also because it is difficult to have a clear physical performance, are "invisible, intangible" thing, it is often difficult to grasp. The motivation of implementing knowledge management is that knowledge should be integrated scattered everywhere, and create greater added value and benefits. So in the end how to understand knowledge management, then, commonly, a knowledge management is to help business organizations and individuals around the various sources of knowledge content, the use of information technology to
realize the production of knowledge, sharing, application and innovation, and individuals in the enterprise , organization, business objectives and economic performance, and other aspects of the formation of knowledge advantage and produce value process. As intellectual capital is becoming increasingly important measure of business success will be the measure of business innovation capability and core competencies in size, enterprises must achieve success, it must accumulate intellectual capital, the full implementation of knowledge management. At present a lot of iron and steel enterprises in the Greater the scale of the implementation of ERP, if the ERP applications enable companies to "do things right," while knowledge management is on the one hand to enable businesses to "do things faster right", on the other hand enable it to "do the right thing." Therefore, concerned about the knowledge management, knowledge management technology should not be concerned about just jump on the bandwagon, but should be in line with the true spirit of the enterprise service drive this trend. Knowledge management in the steel industry, and broad prospects We know that knowledge is everywhere, and the enterprise's own management, operation, contains a large number of knowledge, it is also true for the steel industry, such as iron and steel enterprise product development, procurement, production management, marketing, customer relations and other areas of accumulation of with a lot of experience; the same time, businesses with counterparts in the process of learning and the exchange will draw a lot of knowledge, experience and knowledge of the existence of these gave rise to management needs, from this perspective, knowledge management applications can be extended to iron and steel enterprises in various fields. For example, the knowledge management applications in the field of steel covered by the supplier sourcing, product development, production, logistics, marketing, and service the entire value chain, even accounting support activities such as knowledge management are also included among the . With the growing competition in the market of steel, iron and steel enterprises to realize the urgent need to take measures such as rapid scientific development of strategies to reduce operating costs, shorten lead times and timely deliver products to customers so that objectives such as customer
satisfaction. Knowledge Management and Data warehouse by managing enterprise data and knowledge resources to help companies better integration and application of existing capital, technology, equipment, manpower and other resources to enhance the competitiveness of enterprises and sustainable development. At present, foreign and Taiwanese steel companies in knowledge management research and applications are obviously taken the lead in front of the steel industry in mainland China. While the steel market continue to weaken the protective effect of the borders of the mainland's iron and steel enterprises are to hold their own on the international market In a market, we must catch up, and constantly learn from the advanced experience of the outside world, nurture and strengthen its core competitiveness. Ningbo Jianlong Iron and Steel Company Limited knowledge and information, the Minister pointed out that the Gen-Hua Gu, Jian-long message of a comprehensive information, and to information up to the knowledge that he wanted to build a knowledge management Dragon attempt. Jian-Long Group the IT department called the Department of knowledge and information, which in itself means knowledge and knowledge management attention. However, knowledge management in the domestic steel industry, large-scale applications, is currently the main obstacle lies in the steel business understanding of knowledge management. Only an effective knowledge management recognized that the same can enhance their business capabilities and value, can really go deep into business application to go. (End)