Comments for http://www.ppitechcom.com/wpblog Tue, 20 Apr 2010 11:23:39 +0000 hourly 1 http://wordpress.org/?v=3.0.5 Comment on Transitioning Tribal Knowledge to Training (Part 2) by BRENDA PORTER http://www.ppitechcom.com/wpblog/?p=223&cpage=1#comment-399 BRENDA PORTER Tue, 20 Apr 2010 11:23:39 +0000 http://www.ppitechcom.com/wpblog/?p=223#comment-399 One obstacle to overcome is that "Tribal knowledge" translated means job security. There is a natural resistance to sharing information for many associates. One obstacle to overcome is that “Tribal knowledge” translated means job security. There is a natural resistance to sharing information for many associates.

]]> Comment on Technically Exhaustive, Literally Unusable by Brian Dobben http://www.ppitechcom.com/wpblog/?p=216&cpage=1#comment-349 Brian Dobben Fri, 09 Apr 2010 00:12:39 +0000 http://www.ppitechcom.com/wpblog/?p=216#comment-349 Thank you for many excellent points. As a manufacturing engineering manager and manufacturing engineer for many years in the complex welding automation arena, I have wrestled often with developing solid documentation, good procedures, and operator instructions that are not only clear and usable, but directly coordinate with the data entry screens for production and defect tracking. Which brings me to this point: It is very different to approach documentation from the supplier side as a purchase-order requirement on a deadline to avoid delayed project payments, versus approaching it from an internal operations perspective of tying together concerns such as quality, downtime, operator accuracy, data accuracy (for Operations, or Six Sigma or Op Ex), process verification/restoration, and training investment and effectiveness. Perhaps we could look at these issues in a better light and get better results. I'm going to be reading a few more of your articles... Thank you for many excellent points. As a manufacturing engineering manager and manufacturing engineer for many years in the complex welding automation arena, I have wrestled often with developing solid documentation, good procedures, and operator instructions that are not only clear and usable, but directly coordinate with the data entry screens for production and defect tracking. Which brings me to this point:

It is very different to approach documentation from the supplier side as a purchase-order requirement on a deadline to avoid delayed project payments, versus approaching it from an internal operations perspective of tying together concerns such as quality, downtime, operator accuracy, data accuracy (for Operations, or Six Sigma or Op Ex), process verification/restoration, and training investment and effectiveness.

Perhaps we could look at these issues in a better light and get better results. I’m going to be reading a few more of your articles…

]]> Comment on Transitioning Tribal Knowledge to Training by Transitioning Tribal Knowledge to Training (Part 2) « http://www.ppitechcom.com/wpblog/?p=209&cpage=1#comment-346 Transitioning Tribal Knowledge to Training (Part 2) « Thu, 08 Apr 2010 21:45:06 +0000 http://www.ppitechcom.com/wpblog/?p=209#comment-346 [...] [...] [...] [...]

]]> Comment on The Disclaimer You’ll Never Find on Content Management Software by Marc Ansoult http://www.ppitechcom.com/wpblog/?p=164&cpage=1#comment-341 Marc Ansoult Wed, 07 Apr 2010 08:18:55 +0000 http://www.ppitechcom.com/wpblog/?p=164#comment-341 Good article indeed (means probably I would defend a similar opinion ;-). The point is that when a customer prefers to beleive the software will get it all solved there is nothing to do. Just wait. Then comes the time for "psychologists" ; someone has to handle what has become a company secret ... 30% of the Master Data are duplicate or uncorrect, there are not many documents managed in the entreprise content management system and the software maintenance price is incredibly high when compared to real business value. And indeed during that time no one has spent a cent in creating shared value content. So all users could stay safe, sitting on their personnal knowledge they negotiate on occasion. What about handling the information sharing process at first ? Good article indeed (means probably I would defend a similar opinion ;-) . The point is that when a customer prefers to beleive the software will get it all solved there is nothing to do. Just wait. Then comes the time for “psychologists” ; someone has to handle what has become a company secret … 30% of the Master Data are duplicate or uncorrect, there are not many documents managed in the entreprise content management system and the software maintenance price is incredibly high when compared to real business value. And indeed during that time no one has spent a cent in creating shared value content. So all users could stay safe, sitting on their personnal knowledge they negotiate on occasion. What about handling the information sharing process at first ?

]]> Comment on The Disclaimer You’ll Never Find on Content Management Software by Julio Vazquez http://www.ppitechcom.com/wpblog/?p=164&cpage=1#comment-225 Julio Vazquez Fri, 19 Mar 2010 17:28:19 +0000 http://www.ppitechcom.com/wpblog/?p=164#comment-225 Good article John. Definitely should get thoughts flowing for those who have yet to acquire a CCMS. Most folks need to make sure they understand their own processes and requirements when shopping around and have any demonstrations tailored to their environment and not to some pre-packaged demo suite. Good article John. Definitely should get thoughts flowing for those who have yet to acquire a CCMS.

Most folks need to make sure they understand their own processes and requirements when shopping around and have any demonstrations tailored to their environment and not to some pre-packaged demo suite.

]]> Comment on The Disclaimer You’ll Never Find on Content Management Software by gerard rooijakkers http://www.ppitechcom.com/wpblog/?p=164&cpage=1#comment-219 gerard rooijakkers Thu, 18 Mar 2010 20:26:31 +0000 http://www.ppitechcom.com/wpblog/?p=164#comment-219 I can see your point of the consultant's growing frustration with customers that have not properly assessed their business needs and have run away with a solution rather than doing the due diligent process: - does the "solution" meet our requirements, business, legal, support etc - have we got the resources for a successful configuration, testing, training, change management and implementation - do we have subject matter expertise to support the solution and maintain it properly The implementations I have been involved in were mostly "managed" by IT. And in no disrespect for IT I feel that it is not a "system implementation" but "business process implementation". You need to analyse the strengths of the new tool and that requires in many cases changing/tweaking your business processes to take advantage of the product. That seems an under valued (or should I dare say totally ignored) aspect of software implementation. There is a lot of replicating and believe it or not that usually leads to customisation, which ten leads to upgrade issues and high costs. I feel that information management/knowledge management aspect of new tools/software exploration should lead to the project rather than IT sec. But in all a more inclusive/collaborative approach between IT/IM/KM is required for a successful choice and implementation. I can see your point of the consultant’s growing frustration with customers that have not properly assessed their business needs and have run away with a solution rather than doing the due diligent process:
- does the “solution” meet our requirements, business, legal, support etc
- have we got the resources for a successful configuration, testing, training, change management and implementation
- do we have subject matter expertise to support the solution and maintain it properly
The implementations I have been involved in were mostly “managed” by IT. And in no disrespect for IT I feel that it is not a “system implementation” but “business process implementation”. You need to analyse the strengths of the new tool and that requires in many cases changing/tweaking your business processes to take advantage of the product. That seems an under valued (or should I dare say totally ignored) aspect of software implementation. There is a lot of replicating and believe it or not that usually leads to customisation, which ten leads to upgrade issues and high costs.
I feel that information management/knowledge management aspect of new tools/software exploration should lead to the project rather than IT sec. But in all a more inclusive/collaborative approach between IT/IM/KM is required for a successful choice and implementation.

]]> Comment on The Disclaimer You’ll Never Find on Content Management Software by Joshua Cohen http://www.ppitechcom.com/wpblog/?p=164&cpage=1#comment-216 Joshua Cohen Thu, 18 Mar 2010 15:05:28 +0000 http://www.ppitechcom.com/wpblog/?p=164#comment-216 In my experience, the most common problems resulting in general ECM unhappiness are: - The company did not have the right ECM expertise to help them find the right solution - The company did not have the right ECM expertise to help them customize the solution - The company did not have the right ECM expertise to help them deploy the solution - The company did not have the right ECM expertise to help them management the solution Instead, these functions have been just handed over to IT and more often than not they make do with the personnel they have. Investing in just one ECM subject matter expert can make a huge difference in solution acceptance. In my experience, the most common problems resulting in general ECM unhappiness are:

- The company did not have the right ECM expertise to help them find the right solution
- The company did not have the right ECM expertise to help them customize the solution
- The company did not have the right ECM expertise to help them deploy the solution
- The company did not have the right ECM expertise to help them management the solution

Instead, these functions have been just handed over to IT and more often than not they make do with the personnel they have. Investing in just one ECM subject matter expert can make a huge difference in solution acceptance.

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