Knowledge Management at Tnuva
- Dorit Kaspi
- Jan 1, 2004
- 10 min read
In this article, I will attempt to open a window into the world of knowledge management in the dairy conglomerate, reviewing the main methodologies and principles that exist within our organization and weaving them together with examples from our experience at Tnuva.
How Did It All Begin?
The knowledge management system began operating in the dairy conglomerate approximately two and a half years ago, following the completion of restructuring activities. During the restructuring framework, valuable knowledge was accumulated for various stakeholders within the company to facilitate their ongoing activities. The company's CEO, Ofer Bloch, emphasized the need to preserve this knowledge so that its use for current and future activities would not be lost.
For this purpose, a special team was established. In the first stage, the team assisted in adapting techniques for preserving the knowledge accumulated in the restructuring division. Subsequently, a process began to map core areas in the conglomerate where knowledge management could help achieve organizational goals. Today, knowledge management encompasses all critical knowledge areas within the organization, covering all divisions and field units.
From Theory to Practice - Knowledge Management in the Dairy Conglomerate
The knowledge management team has a basket of solutions for knowledge management. The adaptation of solutions within each organizational unit is conducted according to the knowledge needs and gaps within the unit, the computational tools utilized, and the cultural characteristics present within it.
Engineering Division
This division comprises headquarters representatives and field personnel stationed at various dairies. Where shared professional knowledge is scattered across different organizational units within the organization, we found it appropriate to establish a virtual community.
In the engineering community, there are several "windows" and content areas, including discussion groups on various content topics, a shared document repository organized by topics and areas of interest, references to professional links, an events and news calendar, and more.
One of the unique emphases in this community is that it constitutes a social-professional framework for its members. This emphasis is given in light of the need to break through the historical unit affiliation of the engineers and move them to see the complete engineering system of the conglomerate, thereby developing their cross-functional engineering role within it. Therefore, considerable effort was invested in creating familiarity, establishing trust, generating exposure, and building momentum that would drive the community. An attempt was made to connect the frontal community to the virtual community through support and complementarity between them. This was achieved by publishing meeting minutes and discussions, providing background materials for discussions, and disseminating tasks created following discussions, along with their corresponding task outputs. Additionally, ongoing discussions were facilitated within the virtual framework.
Another aspect supporting the social and belonging emphasis is incorporating elements of fun and enjoyment, along with related activities in this spirit, in a suitable dosage. For example, a workshop focused on creating community identity, increasing the sense of partnership within the community, reducing resistance levels, and highlighting the connection between knowledge sharing and personal and organizational excellence.
Another area that received treatment, as the community transitioned to ongoing work, is shared learning. For this purpose, a methodology suitable for unstructured inquiry was built, implemented in every recurring issue that can be learned from, and focuses on shared thinking.
The focus is not on the specific issue raised for inquiry, but rather on various processes and matters broadly related to the examined issue, and creating interest among the engineers.
The output of shared learning, beyond the specific event, includes creating new theory, improving processes, team suggestions for sharing, and knowledge transfer. These are received by identifying the added value to the organization and its members. At the same time, we ask guiding questions such as: What type of knowledge can participants give, what knowledge is relevant for them to receive, and also the ability to integrate knowledge and learning outputs into work processes.
Additional knowledge solutions addressed knowledge needs in the engineering division, including: project summaries, project management, engineering procurement, and insights repository.
So, What Did We Gain in Engineering?
Work efficiency through systematic knowledge sharing at different levels: line/headquarters, between dairies, intra-dairy; solving ongoing problems; improved processes in project management, procurement, and more; content organization and standardization for retrieval purposes; culture of one conglomerate.
Success Example from Knowledge Created Within the Community Framework:
In existing methods and means, when using nitric acid, the frequency of replacing EPDM seals was every two weeks. In a discussion within the engineering community, opinions and tips were exchanged on changing the method of treating seals, extending their lifespan, and reducing their replacement frequency.
R&D Division
When a professional group within an organization performs structured work processes that repeat themselves but are continually renewed and advanced, the need arises for structured documentation of content at various stages of the process, according to the existing work method. Such a situation was identified in several areas of the conglomerate, including the R&D division.
To create structured documentation, we created active documentation templates. The templates are updated and filled in by users, then saved in a shared content area. This helps in two ways: once for documenting information uniformly and in one central location. The second time is for the convenient retrieval of the documented information.
Thus, the templates built for the R&D division document the product development process, from concept building and conducting tests to more advanced stages, including pilot testing and industrial testing. The templates contain calculation formulas (which immediately shorten work time), built-in places for documenting findings in each of the experiments, and most importantly, summarizing the experiments, experiment output, and recommendations for future experiments.
The next step was establishing an insights repository.
An insights repository is a place where insights are concentrated - that informal knowledge accumulated in our heads through experience in ongoing activities, as well as following proactive inquiry activities. The repository provides convenient access for focused knowledge retrieval as needed.
In light of this, what did we gain in R&D?
Improved experiments; content organization and standardization for retrieval purposes; immediate tools for streamlining ongoing work; avoiding past mistakes - the wheel is not reinvented each time.
Success Example from R&D's Collection of Successes:
In a product development activity based on milk powder in R&D, an R&D employee used insights on milk powder recorded in the repository. The insights repository helped the employee shorten and improve the development process on the one hand. On the other hand, she knew whom to contact to continue and expand her knowledge in the field (through continued activity with knowledge contributors in the repository).
Following the success of insights repositories, independent initiatives emerged to establish additional repositories of insights in other divisions.
Quality Division - Technology Division
The process of mapping knowledge needs in these divisions encompasses various subjects that contribute to high-value knowledge management, including tests and events, structured documentation, disinfection and cleaning materials, and other relevant areas.
Several solutions were adapted for these divisions:
Improving technological tools for the retrieval and push of existing knowledge, events, and test findings. We always believe it is better to integrate into existing processes rather than create new work processes. Therefore, when we identified an information system where technologists and quality personnel document events and test findings in dairies, we considered how to utilize it to replicate successes, prevent the repetition of mistakes, and shorten response times when events occur in dairies. This solution required preparation that involved several steps, starting with creating a shared knowledge base that allows learning from others' experiences and exposing it to all dairies, and then developing a uniform terminology dictionary for various values and fields. Additionally, adding new fields that will help quality managers and chief technologists retrieve information in a way that covers all required search possibilities and more...
Building a shared documentation library. During the work of technologists and quality personnel, extensive knowledge accumulates. The knowledge encompasses preparation for suppliers, the use of raw materials, preparation for quality standard certification, the use of disinfection and cleaning materials, product labeling, and other related aspects. Only a small portion of the existing knowledge and information in this rich knowledge area is documented. Moreover, sometimes it happens that a technologist or quality manager in one dairy searches for the same knowledge that their colleague found not long ago, but they are not updated about it, and waste unnecessary time. The solution built for this consists of two layers:
Building a documentation library mapped according to content topics defined in collaboration with technologists and quality personnel at headquarters and in the field. Collecting documentation materials and building the content core. Teaching habits for knowledge sharing and the benefits derived from it.
Building focused documentation templates for each of the main work processes (template for project documentation, template for product labeling, template for event investigation), saving them in a shared content area, and of course, implementing the use of templates.
Establishing a technological community shared by all those with a background and occupations in the technological field, in various disciplines: laboratories, field technologies, quality managers, headquarters divisions, R&D. In this community, emphasis was placed not only on managing knowledge in a collaborative and new way but on managing knowledge holders.
Mapping of knowledge areas critical to technological activity was conducted, and professional content experts were identified for both knowledge areas and content areas within the community.
The role of a content expert is not limited to concentrating knowledge and its technical management; their role has much more value: the content expert deals with knowledge development and knowledge transfer, while adapting it to the community's knowledge needs.
Content experts, alongside other role holders in the community, underwent training to assume their new roles, as formally defined by the conglomerate's CEO, and their responsibilities.
Additionally, within the community framework, the R&D insights repository was made accessible to the entire technological population in the organization, and a process of discovery, creation, and documentation of knowledge among field technology experts began, which is discussed and cross-referenced with R&D knowledge.
Success Example in Quality Division - Technology Division:
Following an initiative to create an opinion list about laboratory suppliers, it appeared that there is a problem with a supplier of blue and yellow tips. This component is used for sample preparation, and without it, milk reception, which forms the basis of the entire production process, is not possible. In some cases, the shortage of the component almost led to a production shutdown. Defective components resulted in prolonged manual work for laboratory employees. It turned out that, until this initiative, no laboratory manager was aware that their colleague had encountered a similar problem with the same supplier. Following multiple complaints documented in the shared document on the portal, the issue was raised during the laboratory managers' meeting. In the meeting, it was decided that the contract with the supplier would be terminated immediately once an alternative supplier for the tip supply is found.
The Place of Culture
Why Is It So Difficult?
In one of the workshops we conducted at the conglomerate, we asked participants to choose the two most prominent barriers, in their opinion, from among the existing difficulties for knowledge management (a closed list prepared in advance). The barriers were: fear of exposure to criticism and fear of admitting ignorance.
These results suggest that the cultural challenges inherent in the activity outweigh any technical or procedural aspects.
Within the preliminary diagnosis we always perform before entering into activity, cultural characteristics are also examined, and these are many and varied. I will give as an example just one of them that may be relevant to additional organizations:
Line versus Headquarters: In general, patterns of tension, a lack of openness, and sometimes a lack of appreciation can be observed. Often, headquarters is perceived as not being "connected" to the field; therefore, knowledge management activities, which are often identified with headquarters, are perceived as optional rather than mandatory. Moreover, the activity might be perceived as a top-down imposition, disconnected from the field's real needs.
Several solutions were adopted:
Connection to the field - the field determines priorities according to its needs
Appointing role holders as content experts from the field
Dairy-level knowledge management activity that addresses local needs alongside cross-functional conglomerate activity
Granting authorities to role holders to navigate knowledge management activity and lead it with their subordinate teams
Alongside these solutions, continued ongoing activity that drives knowledge management activity, through means such as:
Incorporating activity into evaluation and measurement systems
Creating incentive systems and competitions (in low dosage and locally)
Demonstrating the visible and immediate contribution of knowledge management to structured, recurring work processes such as projects, procurement, development, and packaging.
Self-Learning Extraction
Several tools helped the knowledge management team estimate the pace of progress and the depth of activity, including work plans integrated with risk planning and prevention methods, as well as periodic controls and bi-monthly risk management.
Alongside this, we employed both quantitative measurement methods to check contribution volumes and knowledge usage, and qualitative methods to evaluate the benefits arising from usage.
Additionally, we conduct lesson learning within the work team framework every six months or after a program implementation segment has been completed.
I will present two examples of lessons we have extracted so far:
Insight at the Level of Knowledge Management Services:
Insights Management: The ability to produce insights with deep and rich content is an acquired ability, dependent (among other things) on analytical thinking for analyzing and generalizing events and the factors that generate them. The implementation technique that achieved high progress in developing such thinking is personal accompaniment of users in real events, and close to the event. Additionally, there is a time gap between gaining new insights and forming the habit of applying them. This gap stems from changing work habits and the need for education to acquire available and reliable knowledge from close sources.
Insight at the Level of a Unit Implementing Knowledge Management:
Number of Applications in a Given Time Period: The number of different knowledge management applications within a unit framework depends on the ability to listen and absorb changes in the work environment. Usually, the number of new applications simultaneously is limited. We prefer to implement two different knowledge management solutions simultaneously, focusing intensely on building and implementing them effectively. Based on the success we achieved, we will continue with additional solutions, again in a gradual manner.
In Conclusion
Knowledge management activities have become tangible and have made a real contribution in many areas of the organization, in various formats and ways.
Initiatives from the field are directed to the knowledge management team for accompanying activities that began independently or for assistance in crystallizing solutions to address needs that the field is aware of and interested in addressing.
Thus, the knowledge management movement enters the "long-term" era, where knowledge management is a recognized and active field among users themselves. Simultaneously, the knowledge management team transforms from diagnosing needs, initiating and establishing solutions, and managing knowledge management projects, to a service body that advises, accompanies, and solves problems for units managing knowledge.
On a Personal Note: These days, a new CEO is entering the dairy conglomerate. Following the changes within the organization, I am leaving my position.
During the two and a half years that passed, I worked to create awareness. I put the organization on track to "produce" knowledge management and receive added value from it, both in the short term and as an activity that creates growth in the medium and long term. Indeed, the results indicate this. I am confident that the infrastructures - both cultural and operational - that were laid during the activity period will continue to exist and provide the fruits we are already reaping.
On a personal level, I decided to seek new challenges and continue turning vision into reality in additional places, similar to what we did at Tnuva.
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