A. Sarratea MSc


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REDUCING THE FAILURE SOLUTION PROCESS TIME THROUGH KNOWLEDGE CAPITALIZATION

Constantly maintainers in the Navy are moving over the country due to normal personnel’s rotation process. However this process is necessary, it directly affects the speed maintenance knowledge is generated since some maintainers are appointed to functions that are not related, what so ever, with their core technical competencies and capacities. This aspect is especially relevant for the Chilean Navy’s Technical Directorate (Dirisnav) due to the domain it has to have of installations’ technical knowledge.

Therefore, and in order for the Navy to avoid losing maintainers’ capacities (independent of their location or working area) the following main objective is foreseen:

To define a model capable of capitalizing the maintenance knowledge exchanged in a failure solution process.

From this objective the following research question was formulated:

“How can Dirisnav capitalize the exchange of stakeholder’s corrective maintenance knowledge?”

For this purpose, literature was reviewed to have the necessary theoretical foundations for the creation of a model capable of capitalizing maintenance knowledge. To achieve the model, surveys were conducted in order to sense people’s perceptions and, therefore, identify aspects needed to be considered.

The model is composed by five stages which are aligned with a normal failure solution process; namely:

·         Stage 1: Detection of the problem. (Detection)

·         Stage 2: Revision of existing knowledge. (Revision)

·         Stage 3: Presentation of the problem. (Presentation)

·         Stage 4: Problem solution. (Solution)

·         Stage 5: Capitalize learnt lessons. (Capitalize)

 

To test the model a case study was conducted. Nevertheless due to the scope (extensiveness) of the model, only a part of it (Stage 2) could be tested. The case study was performed through the application of a wiki within Dirisnav.

The model was found to be practical to capitalize maintenance knowledge, nevertheless the time sought to consolidate it, is extensive.

During the development of the study, the following concepts were found applicable:

a) The figure of a knowledge manager was found important and advised to be implemented to have control over the knowledge generation processes.

b) The extension of the AMC LCM team concept towards a knowledge base LCM team.  
 
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