role of km in e-maintenance
DESCRIPTION
A presentation by Seyed Hamed Moosavi Rad to NSW KM Forum, May 2011.TRANSCRIPT
Role of KM in e-maintenance
Seyed Hamed Moosavi Rad
PhD Candidate in Information Systems
Research proposal
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e-maintenanceResearch proposal
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e-maintenanceResearch proposal
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Spare Parts Management
World manufactures spend $16.4 billion annually on purchasing their spare parts which is 39% of their total spending on MRO (Maintenance, Repairs and Operation) costs.
e-maintenanceResearch proposal
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Spare Parts Supply Chain Management (SPSCM)
Retailer WholesalerCustomer FactoryDistributor
Flow of orders
Flow of spare parts
e-maintenanceResearch proposal
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Spare Parts Supply Chain Management (SPSCM)
Bullwhip effect
Consumer sales Retailer ‘s order to wholesaler
Wholesaler’s order to distributor Distributor’s order to factory
e-maintenanceResearch proposal
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Spare Parts Supply Chain Management (SPSCM)
Bullwhip effect
The bullwhip effect represents the information distortion in customer demand between orders to supplier and sales to the buyer (Bayraktar et al., 2008).
Theoretical perspectiveResearch proposal
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Transaction Cost Economics (TCE)
Resource-based view (RBV)/knowledge based view (KBV) in Supply Chain Management
Research objectiveResearch proposal
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Bullwhip effect in SPSCM
Knowledge Management (KM) among spare parts
supply chain
Literature reviewResearch proposal
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Knowledge Management (KM)
e-Maintenance
Supply Chain Management
(SCM)SPSCM
147 References
KM capabilities in SPSCM
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KM infrastructure capabilities
KM process capabilities
Gold et al. (2001) and Fan et al. (2009)
KM infrastructure capabilities in SPSCM
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Knowledge Management Systems and technologies in e-maintenance
Ontology and knowledge map Chang(2010), Yang et al. (2009b) and Anquetil et al. (2007)
Case Base Reasoning (CBR)Vong and Wong (2010) and Bichindaritz (2009)
Knowledge Discovery in Database (KDD)Zhao (2007) and Magro and Pinceti (2009)
Decision Support System (DSS)Lamptey et al. (2008), Juang et al. (2008) and Pieri et al. (2002)
Knowledge based systems (KBS)Nadakatti et al.(2008) , Chassiakos et al.(2005), Su et al. (2000)
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Knowledge Management Systems and technologies in e-maintenance(Iung et al., 2009, Emmanouilidis et al., 2009, Candell et al., 2009, Voisin et al., 2010, Campos et al., 2009)
Radio Frequency Identification Device (RFID)
Global Positioning System (GPS)
Wireless technologies
E-CBM (Condition Based Maintenance)
Innovative communication equipment such as “virtual reality”
PDA, SmartPhones, Graphic tablets, harden laptops, etc.
Full Web-CMMS (e-CMMS)
KM infrastructure capabilities in SPSCM
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business environmental dynamism and behavioral uncertainly
KM infrastructure capabilities in SPSCM
(Zhou and Benton Jr, 2007; Li and Lin, 2006; Chen et al., 2011, Hernández-Espallardo et al., 2010)
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Top management support
KM infrastructure capabilities in SPSCM
(Li and Lin, 2006, Kim et al., 2010)
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Trust
KM infrastructure capabilities in SPSCM
Commitment
(Li and Lin, 2006, Kwon and Suh, 2004, Kwon and Suh, 2005, Chen et al., 2011, Kim et al., 2010, Li et al., 2005)
(Li and Lin, 2006, Kwon and Suh, 2004, Kwon and Suh, 2005, Chen et al., 2011, Kim et al., 2010)
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Shared vision
KM infrastructure capabilities in SPSCM
Information availability
Partner asset specificity
(Li and Lin, 2006) (Chen et al., 2011)
(Kwon and Suh, 2004, Kwon and Suh, 2005, Hernández-Espallardo et al., 2010)
17Gold et al. (2001) and Fan et al. (2009)
AcquisitionAcquisition-oriented KM processes are those oriented toward obtaining knowledge
Conversion Make existing knowledge useful
ApplicationActual use of the knowledge
ProtectionProtect the knowledge from inappropriate or illegal use or theft
KM process capabilities in SPSCM
Conceptual model
Research proposal
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Bullwhip effect in SPSCM
KM process capabilities in
SPSCM
KM infrastructure capabilities in
SPSCM
Knowledge Management (KM) among spare parts
supply chain
Positivist approach
Var(q)/Var(D)
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Experimental design: Beer game
According to two KM strategies: Codification : Low, Medium, HighPersonalization : Low. Medium, High
beer games in 9 conditions and 50 periods.
Quantitative method
Methodology
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Conclusion
Bullwhip effect in SPSCM
KM process capabilities in
SPSCM
KM infrastructure capabilities in
SPSCM
KM systems and technologiesbusiness environmental dynamism and behavioural uncertainlyTop management supportTrustCommitment Information availabilityPartner asset specificity
Acquisition Conversion Application Protection
Thanks for your attention
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