EFQM, KNOWLEDGE AND ASSET MANAGEMENT
Criteria 4c. Buildings, equipment,
materials and natural resources are
managed in a sustainable way.
Criteria 4e. Information and knowledge
are managed to support effective
decision making and to build the
organisation’s capability.
WAVERIDERS CURRENT SITUATION
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Need to provide high quality and timely information for decision‐making
No solid or formal system to capture knowledge
Need radical change to tackle growing competition.
Lack of knowledgeable facility manager, unsophisticated emergency
plan, poor fleet management
Incompetent information system management
Reported breach/ unauthorized access to confidential information and
data
Need for log of access to controlled areas
Aiming to enhance working environment and reputation in local
community
Aiming become more cost effective – lifecycle managements and reduce
compensation claims, minimize breakdown costs - better maintenance
KNOWLEDGE MANAGEMENT (KM)
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Criteria 4e. Ensure accurate and sufficient information for key decision makers in
a timely manner; Transform data into knowledge that can be shared and
effectively re-used.
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Why KM?
• Helps deliver sustained achievement – Basis of growth shifts from natural
resources and physical asset to knowledge
• KM helps improve communication and minimize rework
• Helps acquire and retain intangible assets – can be deployed to maximize value
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Creation of appropriate “no-blame” culture
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In house/ on the job training
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Implementation Plan – 8 Steps
IMPLEMENTATION PLAN FOR WAVERIDERS’
KNOWLEDGE MANAGEMENT
Step 1: Analyzing existing infrastructure
Step 2: Aligning KM and business strategy
Step 3: Designing the KM architecture, and integrating existing infrastructure
Step 4: Auditing and analyzing existing knowledge
Step 5: Designing the KM team
Step 6: Developing the KM system
Step 7: Pilot testing
Step 8: Leadership and reward structures
FACILITY MANAGEMENT
• Process by which an organisation can maintain,
improve, and deliver high quality working environment
and support services, both of which are crucial
vehicles driving the organisation to meet its core
objectives most cost effectively (Alexander 1994;
Barrett & Baldry 2003)
• Facility management contributes to increased
efficiency, higher quality and ability to reach set
targets by ‘gluing’ the different functions of an
organisation together (Payne 2002)
LINKING FM TO KM
FM PLAN OF ACTIONS
Step 1
1. Build a no‐blame culture
2. Hire a facility manager – of high caliber and
competencies
3. Raise awareness of and the links between KM and FM
4. Provide support and training required
5. Benchmarking against ‘industry best practice’
FM PLAN OF ACTIONS
Step 2
1. Establish an emergency plan encompassing machine/
technology; external/ natural disaster; and internal areas of
concern.
2. Develop an in-‐house fleet management department: Vehicle
leasing, Route calculation software, Speed and fuel
management, Adopt GPS system
3. Hire an IT personnel - information system management and
collaborate with Micromain in regards to Waveriders’ CAFM
4. Outsource non‐core activities that are little value-adding and are
susceptible to demand fluctuation i.e. delivery of large load, etc.
FM PLAN OF ACTIONS
Step 3
1. Ongoing support and training for new knowledge and tools
2. Improve upon the 360 degree feedback
3. Review emergency planning
4. Evaluate and improve fleet management
5. Review and expand IT department? Revision of software – keep
updated
6. Review outsource contracts – performance meet standard?
Competitive pricing
LIFE CYCLE MANAGEMENT
To increase responsiveness to the fast changing pace of current business
environment, we propose the Life‐Costing methodology:
 Unifying issues facing an asset on the cost basis - an aggregate of the cost and
financial benefits of an asset over its life time, from design to disposal.
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 4 Steps: Define the system, requirement, and alternatives; cost estimation;
discounting and cost profiling; evaluation of alternatives and identification of
preferred options
 Concerns: issues that cannot be simply reduced to cost (i.e. qualitative aspects) –
different cost/ valuation techniques, etc.
 May provide distorted view/ analysis, but gives a good financial overview of a
project over its life time
RECOMMENDATION
Step 1: Establish a lifecycle management policy – considers
prospects from design through to final disposal
Step 2: Hire or train professionals – do the maths; costs VS future
financial benefits using (NPV) – evaluate alternatives and identify
preferred options
Step 3: For every major or financially significant project, implement
an assessment of lifecycle costs EARLY – identifying the most
cost effective option & control
Step 4: Feedback to the Knowledge Management System – major
cost drivers are updated and the most cost-‐effective options are
always being explored
EFQM 3e – people are rewarded, recognized and cared for
Health & Safety
EFQM 4d – Technology is managed to
support the delivery of strategy
EFQM 4c – buildings, equipment, materials
and natural resources are managed in a
sustainable way.
Type of Risk
Hazardous
substances
Display
screen
equipment
Harmed
person
people work
directly in
contact with
chemicals and
dust
No. of useful
policies
Solution
Work
equipment
and
machinery
Pressure
systems
Stress
people work
all producers
with computer
or other kinds
of display
screen
equipment
all producers
all employees
3
1
3
1
Necessary
protective
equipments;
Annual
medical
examination;
Annual
measurement
of physical &
chemical
Balance work Select the
and rest time; right
Build lounges; equipment for
the job;
Regular
maintenance(
Monthly);
Training
employees;
Select the
right
equipment for
the job;
Regular
maintenance(
Monthly);
Training
employees;
Regular
Workshop;
Question Box;
Develop new
way to instead
redundant
3
RESOURCES UTILISATION MANAGEMENT
Strategy
EFQM
Policies
&
Issues Approaches
ISSUES
• Our assessment shows us there is an inventory issue
in Waveriders’. According to financial results the stock
value is £1,764,128 in the last year.
• Another issue which Waveriders’ should consider is
future market demand increasing and the company
should manage sources more effectively.
POLICY
“The right material, at the right time, at the right place, and in the
exact amount”
LEAN
• Scheduling
Accurate Forecasting
Capacity Utilisation
MRP
• Inventory
On time delivery
Improve the utilization of raw materials
• Workplace
Keep workplace tidy
Concentrate the quality
• Workforce
Reduce human error
Cross functional teams
EDGE
EMPLOYEES DEDICATED TO GROWTH AND
EXCELLENCE (EDGE)
APPROACH
“It is a business system that engages employees to make their work safer and easier”
• Employees were asked to identify problems.
• The EDGE Steering Committee determined the priority of the
problems to fix
• EDGE teams were created and they found root causes and
proposed solutions
• The EDGE Steering Committee determined what suggestions
would be implemented
• Employees applied tools such as Kanban
Case study: Hickory Chair Company
Quality Policy
«Get things right the first time»
• Helping define and improve our products through
involvement with our employees.
• Continously researching improvement to add to
the quality of our products
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Reward Policy
«Contribution, contribution, contribution»
Any idea which add value will be remunerated.
• Team work will be rewarded.
SUMMING UP RESOURCES UTILISATION
Awareness of inventory is waste.
Employees Dedicated to Growth and
Excellence (EDGE)
Start with small risk-free pilot projects.
RESOURCES UTILISATION MANAGEMENT
Finally
EFQM
Policies
&
Issues Approaches
MAINTENANCE
MAINTENANCE
5S JAPANESE MANAGEMENT METHODOLOGY TO
COMPLIMENT MAINTENANCE STRATEGY
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Sorting: Unnecessary tools should be disposed or recycled and
separated from useful tools.
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Stabilizing/Straightening out: Equipment and tools should be stored in a
safe place; there should be room for all equipment.
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Sweeping/Shinning: Equipment should be cleaned and stored in a well
organised manner in a tidy area.
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Standardizing: Maintenance practises should be consistent and
standardised.
Sustaining the practise: Maintenance practises should be maintained
and reviewed on a regular basis (every 3 months)
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Hubpages (2012)
CURRENT SECURITY ISSUES
• No data protections
• Stealing information
• Breaching company’s confidentiality
– (Scenario faced by the consultancy firm)
• Access limitations (Who and how access controls)
– Research and Development room
– Drawing room (CAD and Designers)
– Finance office
– Director’s office
• Fire and emergency safety systems
• Risks of back up facilities and emergency plans
SECURITY POLICY & SOLUTION PACKAGES
Be able to manage the security to
a high level of standard
There are two main types of security packages: Physical
Virtual
PHYSICAL
• Software
–Firewalls
–Antivirus
• Security dogs
• Security guards
• Buildings
• Various areas of the
plant
• CCTV
• Back up policies
• Cloud Services
VIRTUAL SECURITY
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USB Encryption
IP Encryption
Drawing and CAD Encryption
Financial data
Company data
Company Website
TRAINING PROGRAM
• Period of training
• Training is required to increase the knowledge
of the software that is to be implemented
• Training is required to understand the
encryption of data
BENEFITS OF SECURITY
• Secured information transfer from person to
person
• Securing information protection from
competitors
• Helps avoid duplication of information
• Efficiency
• Agility
ENVIRONMENTAL
The incorporation of corporate social
responsibility to help all products go
green in Waveriders.
ENVIRONMENTAL ISSUES
• Chemical waste
• Material waste
• Engine utilization
Lower Carbon Dioxide
• Recycling
Material
Going Green
Waste
ENVIRONMENTAL SOLUTION PACKAGES
ISO 14000 Standard
ISO 14001 – Environmental Management Systems
 This standard gives you guidelines or like a framework it
doesn’t tell how to do it and but tells you what to do!!
ENVIRONMENTAL BENEFITS
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Company Reputation
Sustainability
Could reduce costs if gone green
Reputation in counsel
Thank you
Q&A