Knowledge Management Paradigms in Selected Manufacturing Case Studies
Knowledge Management (KM) refers to a range of practices and techniques used by organizations to identify, represent and distribute information, knowledge, know-how, expertise and other forms of knowledge for leverage, utilization, reuse and transfer of k
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Abstract Knowledge Management (KM) refers to a range of practices and techniques used by organizations to identify, represent and distribute information, knowledge, know-how, expertise and other forms of knowledge for leverage, utilization, reuse and transfer of knowledge across the enterprise. This chapter presents and discusses some typical knowledge management cases for the planning and scheduling problems of real manufacturing systems. The formalization of the captured knowledge and experience of the personnel, and their inclusion in a modern software system to support the production planning and scheduling processes was the common objective in the three presented case studies. The specifics of each case, the approach, the implementation and the results are presented and discussed. Keywords: Supply chain planning; scheduling
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Introduction
Supply chain management is a relatively new term, crystallizing concepts about integrated business planning, having been suggested by the academic community since the 1950s [1]. Roughly speaking, strategic planning involves resource acquisition decisions to be taken over long-term planning horizons, tactical planning involves resource allocation decisions over medium-term planning horizons, and operational planning involves decisions affecting the short-term execution of the company’s business [1]. At the strategic level, few decisions are made, but each decision takes a long time, and its impact is felt throughout the organization, while at the tactical planning and operational level many decisions are made, each requiring shorter time. The great number of decisions in the tactical and operational level is taken together in short time and can have significant impact in the overall performance [2]. A. Bernard, S. Tichkiewitch (eds.), Methods and Tools for Effective Knowledge Life-Cycle-Management, DOI: 10.1007/978-3-540-78431-9_30, © Springer 2008
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In actual manufacturing systems, the assignment of resources to production tasks at specific times is typically performed ad hoc, or via the application of dispatch rules. Decision-making procedures may provide a comprehensive, fundamentally sound alternative to empirically stated dispatch rules [2]. Knowledge representation and the rule-based systems are constructed by accumulating problem-solving expertise from human experts and factory log files [11]. The formalization of human knowledge and experience, their modeling and representation in understandable forms, and the incorporation of knowledge in software systems for supporting the manufacturing decision making has been a promising approach to the creation of knowledge based decision support systems. This chapter presents three different cases of the development of decision support systems based on the formalization and reuse of knowledge, for three different types of existing manufacturing systems.
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Shipyard Supply Chain Ship-Repair Planning
This chapter discusses a Knowledge management paradigm for a ship-repairing shipyard supply c
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