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The annual output value growth rate exceeds 20%. The Guangdong Provincial Architectural Design Research Institute enhances economic benefits through knowledge management.
Release time:
2021-05-17 15:10
Author:
Blue Ling Software
As the world's most authoritative and professional platform for knowledge innovation practice exchange, the MIKE Award, which recognizes the most innovative knowledge-based organizations, has unearthed a large number of outstanding knowledge-based enterprises. As the initiator of the MIKE Award, Lanling launched the "MIKE Award Case Tour" activity to share excellent knowledge management experiences recognized by global experts with more enterprises that focus on knowledge management construction.
Guangdong Provincial Architectural Design Institute (GDAD) was established in 1952 and is one of the first large-scale comprehensive survey and design units in New China, being one of the earliest modern technology service enterprises to implement general contracting business after the reform and opening up.
▲Guangdong Provincial Architectural Design Institute
As one of the "Top 100 Architectural Design Institutes in Contemporary China", GDAD has always attached great importance to the construction of knowledge management. With its deep accumulation and innovative experience in this field, it won the 2019 China MIKE Award.
Lanling has been deeply engaged in the field of knowledge management for 18 years, is a core participating unit of the "Knowledge Management Standards", and as the initiator of the MIKE Award, has become a co-organizer of the MIKE Award in mainland China with the Tsinghua University Technology Innovation Research Center, promoting the selection of the global MIKE Award in China. Enterprises that rank in the top three of the China MIKE Award will be recommended to compete for the global MIKE Award.
In 2019, Lanling specially initiated the "MIKE Award Case Tour" activity to share excellent knowledge management experiences recognized by global experts with more enterprises that focus on knowledge management construction, discussing together: why enterprises should build a knowledge management system, and how knowledge sharing can help enterprises accelerate their pace...
▲GDAD Information Center Director Huo Haobin shares innovative achievements during the second round of on-site evaluation of the 2019 China MIKE Award.
In this issue of the "MIKE Award Case Tour" activity, we are fortunate to invite GDAD Information Center Director Huo Haobin to share the innovative achievements and successful experiences the institute has achieved in the field of knowledge management.
Huo Haobin
Director of the Information Center of Guangdong Provincial Architectural Design Institute
Participating in this evaluation has brought us a lot of gains. The several questions raised by the experts on-site are pain points that our enterprise has always been concerned about, and they are also areas where we previously lacked detailed thinking. It has made us understand where the direction of our efforts to benchmark leading enterprises lies, and how we should improve in the future, helping us to do better in knowledge management.
Knowledge management "three steps",
Building an innovative learning enterprise
Q: As the real estate industry transitions from the golden age to the silver age, the competition in the architectural design industry has also become increasingly fierce. In this intense market competition environment, what opportunities and challenges do architectural design enterprises face, and how will knowledge management play an important role?
A: With the continuous deepening of reforms and the constant changes in internal and external factors, the design industry has also entered a critical transformation period. How design institutes and designers transform and enhance their core competitiveness has become the focus of attention. We believe that we can start from several aspects such as enhancing the composite ability of designers, improving designers' cost awareness, constructing a standardized design system, building customized design capabilities, and enhancing technical design capabilities. To improve these capabilities, it is essential to acquire, apply, and innovate relevant knowledge.
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For GDAD, facing the current industry environment and its own strategic development goals, knowledge management will be an important lever for us, enabling us to have stronger combat effectiveness and continuous innovation capabilities in an increasingly complex competitive environment.
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Q: What is GDAD's planning for knowledge management construction, and how is it specifically carried out?
A: We have constructed an integrated knowledge management construction blueprint centered on projects, mainly divided into three major implementation steps:
1,Knowledge cultivation stage
By sorting out the core processes, key behaviors, and core knowledge of the enterprise's related businesses, we build a knowledge content framework, plan application scenarios, and serve the bidding business of various production departments in the institute. On this basis, we form the core competitiveness of the enterprise and continuously promote the innovation capabilities of the enterprise in market business, management, and services.
▲GDAD constructs an integrated knowledge management construction blueprint centered on projects.
2,
Ignition and promotion stage
Fully utilize internal experts from the knowledge base, establish an internal talent training system and related expert management system, implement knowledge incentive strategies, encourage expert knowledge sharing, and summarize, comment on, and promote internal typical cases. Through online training courses, knowledge AI Q&A, knowledge maps, and targeted push of professional knowledge in the production process, we enhance employees' learning abilities, assist team collaboration "empowerment", and maximize the value of the enterprise's core knowledge.
3,
Innovation operation stage
Focusing on corporate culture, through knowledge management culture guidance, extend offline cultural activities to online, enhance the management warmth of the enterprise, and create a corporate knowledge management culture that can grow and win-win, with best practices as the construction focus, promoting the exchange and innovation of internal tacit knowledge, and building a sustainable innovative learning enterprise.
Build an integrated knowledge base,
comprehensively promote knowledge sharing.
Q: What are the internal sources of knowledge for GDAD? How do various departments and employees within the institute achieve knowledge sharing?
A: GDAD's information sources are divided into industry information, marketing, policy information, quality management, and customer service, etc. We will strengthen the information management of core information sources (such as market information, after-sales service information, supplier management information, bank resource information, etc.); pay attention to the collection and management of information on policies and regulations in the regions and countries of the target market; and strengthen the collection and management of information on policy research and market strategies.
In terms of information sharing, we have established an information sharing mechanism, setting up sections such as "News Announcements", "Research Space", and "Notices", to ensure the sharing of key information within the company. In addition, we have established an integrated knowledge base for the enterprise, including:
Internal knowledge resource development and management: The project management system stores project knowledge; the OA system stores official documents, announcements, meeting records, and minutes; the digital archive categorizes and saves electronic files and physical documents of engineering archives and comprehensive archives; the knowledge management platform establishes major functional modules such as knowledge warehouse, knowledge map, knowledge Q&A, expert network, and knowledge community, and integrates the OA system, project management system, and research management system, extracting records and results formed during the business process to create a knowledge warehouse for classified display.
External knowledge resource development and management: Establish an e-book house to collect the latest industry dynamics at home and abroad; link to national and local public libraries such as the National Library and Guangdong Provincial Library; selectively purchase important domestic and foreign journals related to architecture and planning, as well as specialized knowledge bases on building energy conservation, green buildings, and BIM technology; purchase a complete set of architectural design industry standards and reference atlases.
Application of classified knowledge base and characteristic project knowledge map: The knowledge platform has established a classified knowledge base, integrating the evaluation process of the project management system with archival information to form an "Excellent Works Library", showcasing outstanding design solutions and engineering design project results comprehensively, serving as best practices for employees to learn from; the "Project Map" displays the location information collected during the project management process on Baidu Maps, illustrating the company's project undertakings in various regions worldwide, providing knowledge resources support for the company's and various departments' marketing personnel.
Application of knowledge in collaborative design and other business scenarios: The practical tools extracted from our institute's years of accumulated technical creation experience, such as standardized tools (including layer standardization, line type standardization, font and size standardization), large sample drawings and block reference tools, historical version management tools, drawing splitting and comparison tools, specification checking and annotation adding tools, are embedded from the knowledge management system into the collaborative design platform, helping designers provide knowledge support in the design and innovation process of products, improving design efficiency.
Among them, GDAD has leveraged its years of deep cultivation in prefabricated and BIM technology to be the first in the industry to develop a knowledge-based prefabricated full-process information management platform based on BIM technology, achieving integrated knowledge-based collaborative management of architectural design, component manufacturing, and assembly construction throughout the entire life cycle (design, manufacturing, construction, building), significantly enhancing business efficiency.
Q: Architectural design projects often require collaboration among multiple departments and individuals. How does GDAD enhance the convenience of cross-departmental and cross-regional collaboration within the institute and improve collaboration efficiency?
A: We have mainly done the following to strengthen overall collaboration and improve knowledge acquisition efficiency:
(1) Build a collaborative design platform for the entire institute, realizing resource sharing among various specialties (architecture, structure, water, electricity, and air conditioning), as well as design review within the specialty (design, proofreading, auditing, approval), forming ISO standardized management for cross-regional, cross-departmental, and cross-specialty collaborative creation.
(2) Establish a VR modeling system, where designers can use this system for scheme discussions, joint creation, and communication with clients, providing immersive experiences in a VR virtual environment to inspire creative ideas for scheme creation, while also offering intuitive experiences for internal and external multi-party communication, significantly improving the efficiency of producing renderings and animations and reducing production costs.
(3) Employees use colleague communities, research spaces, etc., for knowledge exchange, allowing staff to complete approvals, information acquisition, technical learning, and work communication through mobile applications, creating a mobile office.
(4) GDAD utilizes artificial intelligence (AI) technology to combine the internal knowledge content organized, common questions and answers (Q&A) with AI tools, facilitating employees to quickly and accurately obtain the required knowledge content using AI Q&A tools, while also supporting related recommendations between knowledge contents to maximize the fulfillment of employees' knowledge acquisition needs.
Combining internal and external resources, complementing online and offline.
Strengthening talent cultivation from multiple dimensions.
Q: The design industry has very high requirements for employees' innovation capabilities. What experiences can GDAD share regarding the cultivation of talent's innovation capabilities?
A: GDAD has many highly educated and high-ranking employees. We have always placed great emphasis on talent management and the cultivation of innovation capabilities, with annual investments in talent development increasing, averaging over 10% of total profits in the last three years.
We have formed a training model that combines internal and external resources, complementing online and offline training. Externally, we collaborate with well-known universities and top design institutions; internally, we actively adopt various training models such as substitute teaching, job rotation, and assistant systems, while also exploring the Internet + course training model.
We have established a knowledge-based employee management system, including the establishment of a technology committee and 13 subordinate professional technology committees, coordinating technology and management, conducting certification qualification assessments, regularly evaluating employees' technical presentations, and granting corresponding qualifications; at the same time, we hold corresponding training for different employees, providing management training for mid-to-senior level cadres, onboarding training for new employees, and professional technical training for technical staff.
In terms of innovation cultivation policies, we listen to employees' ideas and provide innovation resources through various forms such as lectures, salons, and internal publications, and have established a comprehensive innovation incentive mechanism. For example, we have formulated GDAD's innovation project approval management measures, providing one-time rewards for those who receive provincial-level or higher awards, and recognizing and rewarding colleagues who publish papers in core publications. GDAD also selects a number of advanced collectives in technological innovation each year and recognizes advanced workers in technological innovation every five years. Through these measures, we create a multi-faceted corporate innovation environment and atmosphere.
Knowledge brings economic benefits.
Innovative achievements are significant.
Q: What benefits have been brought to GDAD through the promotion of knowledge resource integration and knowledge management construction? What innovative achievements has GDAD obtained?
A: In our focus on innovation-driven development, we have summarized our practices while exploring new businesses. In 2018, the institute achieved a record high in new contract amounts for TOD (Transit-Oriented Development) and EPC (Engineering Procurement Construction) projects, GDAD was selected as a national development and reform commission PPP Class A enterprise, and entered the dual library of the Ministry of Finance and the National Development and Reform Commission. In the ranking of "Top 60 Engineering Design Enterprises in China in 2018", our institute ranked 25th, with output growth rates of 19.87% and 22.27% for 2017 and 2018, respectively, far exceeding the average level of 10.61% for the top 60.
In terms of patent licensing and technological achievements, GDAD has completed a number of national-level and provincial and municipal key scientific research projects and technical tackling projects relying on two provincial-level research centers and various specialized research departments, achieving fruitful results.
From 2012 to 2018, our institute won 2 international awards, 145 national awards, 182 ministerial awards, 569 provincial awards, and 36 municipal awards. Among them, the architectural design award results for 2017-2018 were publicly announced on the Architectural Society website, and our institute received 25 awards, including 3 first prizes, 8 second prizes (silver awards), and 12 third prizes (excellence awards). In 2018, we received 9 awards from the first Guangdong Provincial Engineering Survey and Design Industry Association Science and Technology Award, including 1 special prize, 2 first prizes, 3 second prizes, and 3 third prizes; in the 6th Guangdong Provincial Civil Engineering and Architecture Society Science and Technology Award, we received 7 awards, including 4 first prizes and 3 second prizes, receiving recognition from the industry and society.
The China MIKE Awards have so far unearthed nearly a hundred outstanding knowledge management and innovation management organizations, some of which have rushed out of the country and won the global MIKE Awards.
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