What are the clever strategies for knowledge management in automotive companies? These companies that have won the MIKE Award will tell you!

The MAKE Award has been fully upgraded to the MIKE (Most Innovative Knowledge Organization) Award since 2018. This award has been introduced to China since 2011, and many well-known domestic enterprises have received this honor. In order to better promote the development of knowledge management in China, Lanling shares the practical experiences of MIKE Award-winning companies and benchmark enterprises in various industries, providing references for many companies that value knowledge management.

Knowledge is wealth. Some senior executives of enterprises have pointed out that "managing knowledge" yields greater returns than "managing finances." Many well-known domestic and foreign enterprises, including Microsoft, IBM, HP, Huawei, and SF Express, have already gained significant benefits through knowledge management, promoting commercial success.

In recent years, more and more enterprises have begun to pay attention to the construction of knowledge management, and the automotive industry is no exception. The automotive industry has a long industrial value chain and strict quality control requirements. The products are technology-intensive and knowledge-intensive, making the knowledge level and technological innovation capability of car companies the core of enterprise competition. To enhance market core competitiveness, many car companies have begun to layout knowledge management construction, but they face many confusions:

● Large automotive companies have many subsidiaries and numerous departments such as production, research and development, and marketing. How can knowledge be quickly shared between companies and departments to avoid redundant construction?

● After more than a hundred years of development, a large amount of knowledge has been accumulated. How can orderly management be achieved to promote quick retrieval and reuse?

● How can a large amount of tacit knowledge quickly emerge, transforming experience and skills into knowledge outcomes to empower business development?
 

Lanling Software has focused on smart OA and knowledge management for 18 years, helping many well-known enterprises, including Fortune 500 and top 100 companies, achieve practical implementation and innovative transformation in knowledge management. SAIC General Motors, from the automotive industry, has been recognized for its outstanding knowledge management practices with the MAKE Award (the predecessor of MIKE). This article selects three classic cases from enterprises to provide good references for automotive companies to promote knowledge management practices.
 

SAIC General Motors: Knowledge Management Focuses on "Business-Centric and People-Oriented"

Customer Demand

After more than 20 years of development, with many knowledge documents and project outcomes, how can unified and orderly management be achieved? With a wide variety of knowledge, how can employees quickly search for the knowledge they want to improve work efficiency? How can a large amount of tacit knowledge within the company quickly emerge, promote knowledge sharing, and assist in business development?

Solution
 

The 2016 China MAKE Award-winning company, SAIC General Motors, has established eight management standards for knowledge management and matched the KM plan with the "Leading 2020" corporate strategy, forming a knowledge management characteristic focused on business and people.

Targeting the R&D system, new knowledge and new technologies are disseminated through the Pan-Asia New Technology Information Network, making tacit knowledge explicit and valuing explicit knowledge, and integrating knowledge into business scenarios through the solution management system.

Targeting project management, achieving automatic archiving of phased results in KMS, and laying the foundation for intelligent project management.

Targeting after-sales for dealers, revitalizing experience and knowledge through the after-sales technical intelligent information database and the Servicenow system.

Targeting the supply chain, enhancing the standardization of knowledge management, and promoting cross-functional module horizontal communication efficiency.
 

Shenlong Automobile: The Three-Step Method of Knowledge Management "Build System, Create Platform, Integrate Business"

Customer Demand

As a large automotive company with many employees, a long value chain, and technology-intensive operations, how can knowledge accumulation and application promote R&D to a higher level? How can knowledge be integrated to support quick responses to customer inquiries and improve satisfaction? How can knowledge and experience be integrated into business to empower better enterprise development?

Solution

Shenlong Automobile builds core knowledge competitiveness through "building a system, creating a platform, and integrating business": establishing a unified knowledge management system that provides guarantees from organization, system to process; creating a knowledge management system for the entire company to provide strong support for the implementation of knowledge management; deeply integrating knowledge with business to empower business development.

Changan Automobile: Revealing the Knowledge Co-Creation Model in the Internet+ Era

Customer Demand

With the rise of new management concepts and information technology, how to further combine people and knowledge, through more complete knowledge management functions and more thorough knowledge sharing, to strengthen organizational memory, enhance employee capabilities, optimize knowledge collaboration, and improve work performance, thus building sustainable core capabilities for enterprises, has become a major issue faced by Changan Automobile.

Solution

Changan Automobile, one of the four major automotive groups in China, collaborates with Lanling to build a knowledge community and knowledge exchange mechanism through "building content, creating platforms, and matching management," achieving effective knowledge transfer, promoting knowledge interaction and experience sharing; accelerating the explicitness of tacit knowledge, promoting the transformation of experience and skills into knowledge outcomes; and cultivating a knowledge management culture, laying a solid foundation for building excellent knowledge management competitiveness.