Knowledge management assessment and solution: proposal ...

This document is downloaded from Outstanding Academic Papers by Students

(OAPS), Run Run Shaw Library, City University of Hong Kong.

Title Knowledge management assessment and solution: proposal for a consulting company

Author(s) Li, Tsz Wai (李子慧); Song, Kai (宋凱); Liu, Liyuan (劉力源); Zhu,

Zhijun (朱芷君); Liu, Yuqing; Wei, Huiming (韋慧明)

Citation

Li, T. W., Song, K., Liu, L., Zhu, Z., Liu, Y., & Wei, H.(2018). Knowledge management assessment and solution: proposal for a consulting company (Outstanding Academic Papers by Students (OAPS), City University of Hong Kong).

Issue Date 2018

URL http://dspace.cityu.edu.hk/handle/2031/9137

Rights This work is protected by copyright. Reproduction or distribution of the work in any format is prohibited without written permission of the copyright owner. Access is unrestricted.

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Knowledge Management Assessment and Solution:

Proposal for a Consulting Company

Li Tsz Wai

SONG Kai

LIU Liyuan

ZHU Zhijun

LIU Yuqing

WEI Huiming

Supervised by

Dr Yulin Fang

Submitted to City University of Hong Kong in Partial Fulfillment of the

Requirements for the Postgraduate: Master of Science in Electronic

Business and Knowledge Management

2018

IS6921 Knowledge Management

Department of Information System, College of Business

City University of Hong Kong

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This document is downloaded from Outstanding Academic Papers by Students (OAPS), Run Run Shaw Library, City University of Hong Kong.

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Contents

1. Abstract ................................................................................................................................ 4

2. Introduction ......................................................................................................................... 5

2.1 Challenges .................................................................................................................. 6

3. Assessment Scope ................................................................................................................ 7

3.1 Challenges Related to Scope ..................................................................................... 9

4. Assessment Approach ....................................................................................................... 10

4.1 Qualitative Assessment ........................................................................................... 10

4.2 Quantitative Assessment ......................................................................................... 11

5. Contingency Factor Analysis and Prioritizing KM process .......................................... 12

5.1 Knowledge characteristics ...................................................................................... 12

5.2 Task characteristics ................................................................................................. 15

5.3 Environment characteristics ................................................................................... 17

5.4 Organizational characteristics................................................................................ 17

5.5 Prioritizing Knowledge Management process ...................................................... 17

6. Current KM Process Identification ................................................................................. 21

6.1 Knowledge Discovery .............................................................................................. 21

6.2 Knowledge Capture ................................................................................................. 21

6.3 Knowledge Sharing ................................................................................................. 22

6.4 Knowledge Application ........................................................................................... 22

7. Current KM Systems and KM infrastructure ................................................................ 24

7.1 KM System ............................................................................................................... 24

7.2 KM Mechanism ....................................................................................................... 24

7.3 KM Technologies ..................................................................................................... 24

7.4 Assessment of KM Mechanism and Technology .................................................. 25

7.5 KM Infrastructure ................................................................................................... 26

8. Assessment Results ............................................................................................................ 28

9. Proposed Solution .............................................................................................................. 28

9.1 Non-technical KM infrastructure .......................................................................... 28

9.1.1 Organization Culture ................................................................................... 28

9.1.2 Organization Structure ................................................................................ 29

9.1.3 Physical Environment .................................................................................. 30

9.2 IT infrastructure ...................................................................................................... 31

9.2.1 Solutions for Improving Existing KM Tools .............................................. 32

9.2.2 Solutions for Implementing New KM Tools ............................................... 35

10. Evaluation ........................................................................................................................ 40

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10.1 Evaluation Criteria ................................................................................................ 40

10.1.1 Insufficient Communication ...................................................................... 40

10.1.2 Insufficient Training .................................................................................. 40

10.1.3 Insufficient IT support ............................................................................... 41

10.1.4 Required Resources .................................................................................... 41

10.1.5 Challenges ................................................................................................... 42

10.1.6 KM Processes .............................................................................................. 42

10.2 Evaluation Result................................................................................................... 43

11. Implementation ................................................................................................................ 44

11.1 Work Breakdown .................................................................................................. 44

11.2 Project Team Structure ........................................................................................ 45

11.3 Timeline .................................................................................................................. 46

11.4 Resources Estimation ............................................................................................ 47

11.4.1 Fixed Cost Estimation ................................................................................ 47

11.4.2 Human Resource Estimation ..................................................................... 47

11.4.3 Total Project Cost Estimation ................................................................... 49

11.5 Contingency Plan - Risk Mitigation ..................................................................... 50

12. Expected Outcomes ......................................................................................................... 51

13. Key Learning Points ........................................................................................................ 53

14. Reference .......................................................................................................................... 54

15. Appendix .......................................................................................................................... 55

Appendix 1 - Terminology ........................................................................................... 55

Appendix 2 - Generalized Business Process of Cosmetic Division ........................... 56

Appendix 3 - Summary of Contingency Factors in Each Process ............................ 57

Appendix 4 - Interview Question ................................................................................. 58

Appendix 5 - Questionnaire Design ............................................................................. 59

Appendix 6 – Implementation: Work Breakdown Details ........................................ 61

Appendix 7 – Total Project Cost Estimation Details .................................................. 69

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1. Abstract

This proposal is aimed at suggesting knowledge management tools to the cosmetic

division of the REACH24H consulting company to improve its knowledge management.

REACH24H is a China-based international consulting company in the field of regulatory

compliance established in 2009, provides global regulatory compliance solutions to

assist manufacturers, importers and downstream users to effectively extend its

businesses from foreign countries to mainland China. The objective of the proposal is to

indicate the internal knowledge management problems of the REACH24H and propose

the KM-oriented solution to solve the problem. The proposed solution is targeted to

improve the weakness and the insufficiency of the company based on the assessment

result. The assessment result reveals that there are four problems existing in the division

including the lack of IT support, lack of communication, lack of training as well as the

deficient non-technical KM infrastructure. The proposed solution including

implementing new KM tools, improving existing KM tools and improving the deficient

non-technical KM infrastructure. By using criteria scoring evaluation, the value and

worthiness of improving and integrating the existing KM tools are higher than

implementing new KM tools. The detailed plan of the suggested solution is illustrated in

order to increase the credibility of the proposal and to show proposal is highly feasible.

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2. Introduction

REACH24H is an international consulting company in the field of regulatory compliance

established in 2009. It is a China-based company which provides global regulatory

compliance solutions to assist manufacturers, importers and downstream users to

effectively extend its businesses from foreign countries to mainland China. The targeted

industries of REACH24H including chemicals, cosmetics, food and agrochemicals.

REACH24H has assisted for over 4,000 companies to gain market share. With its social

media platform, ChemLinked, REACH24H could propose end-to-end structured

solutions for every different client. REACH24H currently has global operations in China,

Ireland and the United States. Their internal team is made up of ex-governmental

officials, global-regulatory experts, toxicologists, environmental risk assessors, chemical

engineers, IT software developers and IT engineers. More than 150 professionals focus

on deepening research on the main regulations and to provide the most valuable

products and services to clients.

REACH24H consists of Industrial Chemical Division (ICD), Food Division (FD),

Cosmetic Division (CD), Agrochemical Division (AD) and Consumer Product Service

Department (CPSD). Different divisions will share information and communicate

mainly through four social media platforms: ChemLinked, Online BBS, WeChat Official

Page and Ding Ding (refers to Figure 1).

Figure 1– Organization Structure of REACH24H

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REACH24H has three goals: 1. To provide higher quality service for customers; 2. To

increase the satisfaction of employees with a good internal management system; and 3.

To avoid technical loss.

Firstly, it is essential for the organization to provide higher quality service to customers.

A high-quality service can attract more customers and increase profits. It is the core for

the organization to keep operating business. Secondly, the infrastructure built in the

organization can consolidate the internal network for collaboration and communication,

so as to create a perfect performance. Based on some theories1 and academic research,

when the employees created a better performance, they will have a higher satisfaction

and loyalty towards the job. Consequently, it can lower the turnover rate and keep the

operation run smoothly. Also, even if there are new technical employees enter, they can

quickly learn the core technology of the organization.

2.1 Challenges

There are three main challenges of REACH24H: (1) Improvement of the efficiency in the

knowledge capture process, (2) Improvement of the efficiency in knowledge sharing

process and (3) Reduced communication errors. Since the background difference among

employees, the working style of employees might be different. As a result, perhaps the

efficiency of knowledge capture and knowledge sharing can be improved, then the

quality and efficiency of the entire teamwork can be improved. Thus, helping the

company to achieve its first goal more feasible and easy. Also, reducing communication

errors can accelerate efficiency. Therefore, applying knowledge management is vital for

the organization.

The identified opportunities for REACH24H to improve and optimize its KM operation

would be classified into three areas, as below:

1 Example of theories: Fulfilment theory and Discrepancy theory, etc.

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Working Environment

As Reach24H is an international company, employees’ responsibility may become

unclear due to its geographical difference and shift-duty policy. New employees may not

be able to understand the workflows. This may lead to inefficient or duplicating works.

Furthermore, the job training provided for new employees are brief and short, it may

lower the result of knowledge discovery and knowledge capture for the newcomers.

Communication

Another problem with REACH24H would be the communication problem. Traditional

office design, the lack of technical support and KM infrastructure would be the main

reasons for causing insufficient communication. The frequency of error occurrence may

increase due to the ineffective, ambiguous or misleading communication, hence, lower

the service quality.

Knowledge Sharing

Lacking communication and KM infrastructure also constraint knowledge sharing. Due

to the low connection between employees and divisions, no matter tacit or explicit

knowledge is not allowed to share freely. ChemLinked would be the main platform for

employees to do internal information and knowledge exchange. Although the company

introduced DingDing and WeChat as a social media platform, it is unnecessary for

employees to frequently keep an eye on the platform, therefore, it is hard to manage the

information and knowledge well. As a result, a sharing-based system would be needed

for information storage and knowledge sharing instantly between teammate, divisions

and clients.

3. Assessment Scope

In this assessment, cosmetics division would be the focus. The reason for selecting

cosmetics division of REACH24H because they could like to implement knowledge

management into their company and one of our team members has been worked for

REACH24H, therefore, our team can easily get data from cosmetics division and give

suggestion properly. The cosmetics division is formed by 15 members, including the

department leader, the technical team leader, the consultant team leader, four chemical

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regulatory technical engineers, four chemical regulatory analyst and four cosmetics

regulatory consultants (Figure 2).

Figure 2– Personnel Structure Framework of Cosmetics Department of REACH24H

The major function of the cosmetics division is to provide professional global market

consultation and customized regulatory compliance services to cosmetics companies.

More specifically, the cosmetics division has four main tasks when dealing with clients,

which are regulatory consultant process, responsible agent filing process, product

qualification process, and application and follow-up process (refers to Appendix 2)

Regulatory Consultant Process

In the regulatory consultant process, the cosmetics division will assign a consultant to

do cosmetics registration procedure. Then the consultant will provide a list of required

documents and testing items that the customer needs to prepare. The next process is to

provide clients with a customized solution for cosmetic registration, period and cost

assessment. Finally, to arrange a kickoff meeting which aims to connect the consultant,

client and chemical regulatory analyst from the technical team.

Responsible Agent Filing Process

For overseas manufacturers, they need to authorize one independent legal entity to be

responsible for their application, so the cosmetics division will be responsible for its

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registration on behalf of the client. During the responsible agent filing process, the

assigned analyst will register as the responsible agent of clients. During this period, the

cosmetics responsible analyst will help to preserve the administrative approval of the

documents and certificates.

Product Qualification Process

The product qualification process is mainly for doing testing and analysis including to

define the product category. Chemical regulatory engineers will do product analysis and

define the category of specific products. After that, these testing items will be sent to

professional testing institutions to check whether all ingredients are applicable.

Application and Follow-up Process

After the product qualification process, the cosmetics product application process is

ready. In this process, the analyst and consultant need to review all application

documents and files that need to be submitted to the government authorities (e.g. China

Food and Drug Administration). Then, they will prepare application dossier. After the

technical review by government authorities, cosmetics division will follow-up reviewers’

comments and do improvement accordingly. At last, the consultant will report to the

client.

3.1 Challenges Related to Scope

So far, there are three main challenges in the cosmetics division. The first one is the

inconvenient and inefficient way of customer data storage. At present, the cosmetics

division mainly use folders (i.e. to print on paper) and Microsoft Excel (Excel) to store

customer files, which is very traditional, fragmented and hard-to-share. If one employee

wants to get the customer's information, they need to communicate with the colleague

in advance and obtain the information by copying or emailing the documents, which is

very time-consuming.

The second challenge is the lack of internal knowledge sharing system. At present, the

mobility of personnel in this industry is relatively large. If any employee jumps to

another company, his/her technology and knowledge might be lost and the entire

division may not be able to operate smoothly as usual.

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The third challenge is the lack of technical support for team communication. At present,

the communication within the cosmetics division is mainly through face-to-face

meetings, which is highly efficient. However, when there is a lack of technology to

support or recording the conversation, it is easy to cause misunderstanding or

communication errors, which lower the professionalism of performance.

4. Assessment Approach

In order to determine what improvements are actually needed for REACH24H in terms

of its knowledge management, a series of assessments, including qualitative assessment

and quantitative assessment, have been conducted. By doing so, our team could set up

a customized KM solution for REACH24H to optimize their business.

4.1 Qualitative Assessment

For qualitative assessment, two methods have been used to evaluate and understand

whether the knowledge management processes work: 1. Browse the official website,

Cosmetic Division website and the social Media Platform, ChemLinked and 2. Conduct

Interview.

Browse the Official Website and its Social Media Platform, ChemLinked

By visiting the websites and ChemLinked, our team could understand the fundamental

information of REACH24H including their company background, business structure,

vision-and-mission, services, future plans and internal management structure, etc.

Conduct Interview

Interview is a typical qualitative research method. It can effectively help our team to

collect data and information from the target. For our assessment, few ex-employees of

REACH24H headquarter (Hangzhou) have been interviewed face-to-face and by phone

call respectively.

At the beginning of the interview, interviewees’ opinions (satisfaction and

dissatisfaction) was asked in order to recall their memories of work and make the

atmosphere more relaxing. Next, several questions about the early stage working in

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REACH24H has been asked. It is surprising that most of the interviewees unanimously

mentioned the inadequacies of team communication and technical support. Also,

knowledge sharing is another problem for its internal operation. As REACH24H is a

consulting company offering import-and-export and business extension services to its

customers. Although it is a case-by-case work, it takes time to complete one because

every case is unique and may involve a lot of procedures. To complete one case, different

knowledge and skills in different aspects would be required. However, it is hard for a

newcomer to catch up different knowledge efficiently due to the differences of working

culture between teams and divisions.

Moreover, for the sake of exploring the obstruction factors of knowledge sharing, office

design, the company working culture and general workflow have been asked. To build

up and maintain a professional image of a consulting company, the office design of

REACH24H remains quite traditional: one office for each department and two staff will

share one cubicle with a partition to separate a desk. Cross-divisions or team will barely

interact with each other. This office design leads to working culture different and makes

different divisions and teams become independent. Consequently, causing the problems

of insufficient, ambiguous and misleading communication as well as unclear company

structure (e.g. team duty) and workflows.

The last but not least, they indicated that information storage is big trouble for them to

work. Since the information of clients is mostly confidential, employees have to encrypt

every single file in Excel with a password while there is no technical support. By using

Excel as the main method to store data, it is inconvenient for the employees to get access

to the file while they do not have permission to access. Also, it is frequent that to make

errors when editing or transferring file by using email or copy-and-paste to USB because

it is very time-consuming. Very often, errors may occur due to the Excel “AutoSaved”

function (i.e. it will duplicate the file).

4.2 Quantitative Assessment

The purpose of using the quantitative method as one of the assessment approaches is to

understand and evaluate the areas for improvement of REACH24H in terms of its

knowledge management. Due to the time limit and cost control, a questionnaire

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(Appendix 1) was distributed to collect data for further analysis. A total of eighteen

questions were designed in four sections, mainly by using five points Likert scale from

strongly satisfied or strongly agree to strongly dissatisfied or strongly disagree to reflect

two perspectives: 1. Information and Knowledge Sharing; and 2. KM Infrastructures.

Four sections including 1. Personal Information; 2. Working Environment; 3. Internal

Communication and Interaction; and 4. Data Storage.

5. Contingency Factor Analysis and Prioritizing KM process

5.1 Knowledge characteristics

It is necessary to assess the knowledge characteristics of each business process in the

cosmetics division since there are several types of knowledge2 in each process, as shown

in table 1 -4 (summary figure refers to appendix 3).

Regulatory Consultant process

In the regulatory consultant process, both tacit knowledge and explicit knowledge would

be included. It consists of regulatory consultancy, documents preparation, solution

assessments, and experience sharing. Declarative knowledge and contextually specific

knowledge are the most related knowledge (refers to Table 1). Since REACH24H have

to provide customers with regulatory consultancy about the cosmetics registration

procedures, the company has its own knowledge sharing platform which is

“ChemLinked”, all members would have a great opportunity to share their own

experience through this platform.

2 T would stand for tacit knowledge, E for explicit knowledge, D for declarative knowledge, P for

procedural knowledge, G for general knowledge, CS for contextually specific knowledge and TS would

stand for technically specific knowledge.

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Table 1 - Knowledge Characteristics in Regulatory Consultant Process


In the responsible agent filing process, explicit knowledge would be mainly applied

since the company should provide related regulatory rules from the company’s own

regulatory database to clients. Also, contextually specific knowledge would also be

applied since the company will mobilize a given situated decision solution to the

colleagues or to the clients (refers to Table 2). The company will also use the regulated

format to organize the related documents. At last, the cosmetics division will hold

meetings and assist the compliant importation between the overseas cosmetic

company and assigned importer.

Table 2 – Knowledge Characteristics in Responsible Agent Filling Process

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Product Qualification Process

In the product qualification process, the most related knowledge is procedural

knowledge, contextually specific knowledge and technically specific knowledge (refers

to Table 3). The engineer will do product analysis and define the category of specific

products. Afterwards, these items will be sent to professional testing institutions to

check whether all ingredients are applicable. Also, declarative knowledge will also be

applied in this process since the company will check whether all claims after a series of

testing processes.

Table 3 – Knowledge Characteristics in Product Qualification Process


In the application and follow-up process, tacit knowledge and contextually-Specific

knowledge will be mainly applied in this process (refers to Table 4). In this stage, the

chemical regulatory analyst will check all the files that government authorities (China

Food and Drug Administration, CFDA) require to submit. And after the documentation

reviewed by CFDA, the analyst will do the follow-up work such as giving feedbacks and

comments to clients or make an improvement with the engineer accordingly. In the case

that if there is any unexpected comment received, or the application has been rejected,

an emergency meeting would need to solve the problems. In order to optimize and

enhance the performance, cosmetic division head will assign a senior analyst and

consultant to assist. The senior analyst and consultant will give direct attention to the

case and share their experience and knowledge on ChemLinked Platform, or sometime,

through WeChat conversation.

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Table 4– Knowledge Characteristics in Application and Follow-up Process

5.2 Task characteristics

The second step is to assess the task characteristics in detail in each process which

include task uncertainty and task interdependence (refers to Table 5).

Table 5– Summary of Task Characteristics of Main Business Process

Regulatory Consultant

Low uncertainty:

In the regulatory consultant process, everything is prepared by the client when they

come to seek for the consulting services. The assigned consultant only need to

understand the clients’ need and follow the procedures step-by-step to provide services.

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High interdependence:

In the regulatory consultant process, several teams would be needed to collaborate

together. The first step is to complete the cosmetics registration. Then the consultant

will provide a list of documents and testing items that need to be provided by clients for

collecting the data accordingly. The consultant will need to communicate with related

divisions to get understanding of the products, for example, what is the requirement of

a specific product if the client wants to import it into China market, or what are the legal

documents for doing import registration, so as to do the following processes.


Low uncertainty:

The application form that needed to be fill-in is standardized. The information is mostly

provided by the clients. Every testing and analysis have its regulation. As a result, the

analyst would only need to undergo the process by getting data from the database.

Low interdependence:

In the responsible agent filing process, the consultant can complete it by themselves as

it is a routine job for them.

Product qualification Process

High uncertainty:

The product qualification process including testing and analysis. For the testing part, it

is often to happen that the testing item is new, for example, the product contains a patent

ingredient or the testing result shows negative. It would be challenging for both the

testing team and analysis team to do the evaluation.


The process would consist of a consultant, engineer and analyst. In case that there is an

unexpected result appeared, they have to communicate with each other. Collaboration

with different divisions will definitely help in this process.

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High uncertainty:

There are many uncontrollable variables such as the evaluating result given by CFDA as

the rejection or improvement requested.


When the application being rejected or any improvement requested, a cross-division

emergency meeting would be needed to hold for solving the problems as soon as possible.

5.3 Environment characteristics

High uncertainty

Since regulatory is modifying all the time, the company should always get ready to

update its database and get the methods to meet the amended requirements. As a result,

the environment is the uncontrollable (i.e. high uncertainty).

5.4 Organizational characteristics

Company Size

This part will assess the organizational characteristics, including organization size and

strategy. The size of the organization is medium but the cosmetic division is small, the

strategy applied is to provide high-value and secure services with a relatively low cost.

There are about 180 people and approximately 50 people in each branch.

Company Strategy

Since a low-cost strategy applied and the human resources are limited and the company

strategy, the company prefers to use existing knowledge to generate new knowledge by

internal sharing and brainstorming. Also, due to the fact that the company will get a

bundle of confidential information from clients, the company will prefer investing in risk

management to secure information and prevent any loophole from leaking information.

5.5 Prioritizing Knowledge Management process

KM processes include four sub processes: knowledge discovery, knowledge capturing,

knowledge sharing and knowledge application (refer to figure 3). By referring to the

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contingency analysis, when a specific business process attained a higher score, it means

that specific business process need knowledge management the most.

Figure 3 – Knowledge Management Knowledge Process

Following tables show the scores of the desired knowledge management process in each

business process. We will calculate the score of each process to prioritize the KM

processes. (Yes=1, OK=0.5, NO=0)

Regulatory Consultant Process

Table 6 – Prioritizing KM Process for Regulatory Consultant Process

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Table 7 – Prioritizing KM Process for Responsible Agent Filling Process


Table 8 - Prioritizing KM Process for Product Qualification Process

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Table 9 – Prioritizing KM Process for Application and Follow-up Process

Summary of Prioritizing KM Process for Contingency

Table 10 – Prioritizing KM Process for Contingency

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6. Current KM Process Identification

At the stage, we will identify and analyze current KM solutions of REACH24H four KM

processes one-by-one.

6.1 Knowledge Discovery

Knowledge discovery is basically developing new tacit knowledge or explicit knowledge,

and depending on the different types of knowledge, it is divided into two sub-processes:

Knowledge Combination and Knowledge Socialization. As a consulting firm, a cosmetic

division of REACH24H is always striving to discovery and update massive knowledge of

regulations on ChemLinked so as to keep competitiveness.

For the combination process which is developing new explicit knowledge by combining

existing explicit knowledge, it will relate to some new regulations and rules combination.

In the regulatory consulting process, REACH24H is good at producing structured

solutions by studying different regulations.

While for the socialization process, it is developing new tacit knowledge by interaction

among different individuals by discussing and sharing unique knowledge to each other.

Attending workshops or forums is quite common when it comes to socialization, for

example, to proactively participate in, or being invited to attend regulatory conferences

of tor maintain the updated information and regulation trends.

6.2 Knowledge Capture

Knowledge capture is defined as retrieving explicit knowledge or tacit knowledge. It is

supported by two sub-processes: Externalization and Internalization.

Externalization is the process of transforming tacit knowledge into explicit knowledge.

After the consultant analyzed clients’ information from various dimensions, an end-to-

end proposal and structured solution would be prepared for clients. However, due to

the lack of system support, it is hard to schedule and operate four processes very

smoothly, which may trigger the client’s satisfaction. As a result, using externalization

can help clients or the third parties to understand what REACH24H is doing in a

visualized way.

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On the contrary, internalization is to convert explicit knowledge to tacit knowledge.

Considering the situation that when the consultant participated in conferences regularly,

they will hold a meeting for sharing updated information to those who absented, which

represents the traditional notion of “learning”.

6.3 Knowledge Sharing

Knowledge sharing aims at sharing explicit and tacit knowledge to others in order to get

understanding and do knowledge application. Exchange and socialization are the two

sub-processes of knowledge sharing. In fact, knowledge sharing is the most important

part among the organization business processes of REACH24H.

In terms of the exchange process, as there are a lot of documents and reports need to

exchange internally from consultant to technical team, or vice versa, such as testing

report, Certificate of Free Sales (CoFS), Original Equipment Manufacturer (OEM)

agreement, etc., it is hard to manage or takeover without any system support. Although

the company has introduced online BBS for internal knowledge sharing, it has been

recognized as ostentation because of the low frequency of use.

For sharing tacit knowledge, socialization is vital because it can contribute to the whole

business process. In this part, the cosmetic division will have a monthly team meeting

to report project progress, especially for the project milestone when the regulatory

consulting process is on-going. Every team member needs to participate and share the

challenge of the project. Very often, they will make the request to get extra resources,

and the team leader will then try to allocate the resources to them.

6.4 Knowledge Application

Knowledge application is to use explicit knowledge and tacit knowledge to perform the

working tasks. It also takes two forms: Direction and Routines, depending on the

knowledge type.

Direction is the process through seeking help from other to process knowledge directly

without transferring the knowledge. While consultants need to report the progress to

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clients, the consultant will need to contact analyst and engineer to get information. The

kick-off meeting is held for the purpose of applying direction - analyst and engineer can

directly explain to the client about the consulting process, for example, the process of

testing. As a result, consultants do not need to understand the contextually specific

knowledge and technical specific knowledge thoroughly. This can also reduce the

duplication of work.

Routines are focusing on utilization of knowledge embedded in procedures, regulation,

norms that guide future behaviour. In the cosmetic division, there are plenty of

handbooks and guidelines for consultants to check. For example, the standardized

procedure for starting projects. It would be useful for the new employee to quickly

understand the project outlines.

Table 11 – Summary of current KM processes and desired KM processes

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7. Current KM Systems and KM infrastructure

7.1 KM System

KM system is the combination of KM mechanisms and KM technologies.

7.2 KM Mechanism

KM mechanism serves as a way to promote knowledge management and it is structural

or organizational. For the REACH24H, it can be reflected in several aspects as follows:

New employee training

For the cosmetic division, they will have the training courses in order to give the staff a

deeper understanding of professional knowledge.

Face-to-face meeting

The cosmetic division has a face-to-face meeting per month. Everyone can share their

project progress and make a request for the resource they may need. Also, they will share

the update regulations internally during the meeting.

Learning by doing

In the cosmetic division, new employees are required to attend the training course

before they start working. The senior staffs will lead the new hire to understand the

process and practice in the organization. The new hire can capture knowledge during

the training.

Learning by observation

When the new employees do not know how to handle the projects, they can learn by

observing what the senior consultant do in the same situations.

7.3 KM Technologies

KM technologies are supportive of knowledge management. In REACH24H, they

leverage different types of technologies to support knowledge management.

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Official website

The official website is for visitors and clients get an understanding of REACH24H. For

there are some specific functions like a message box to let potential clients contact

REACH24H.

WeChat official account

The WeChat official account is mainly used for publishing the update information and

knowledge for REACH24H.

Online BBS

The online BBS is the internal discussion platform in REACH24H. The employees can

have discussions about the regulations and sharing working experiences. However, the

online BBS is now of low frequency of use.

ChemLinked

REACH24H created the ChemLinked platform to provide chemical regulatory

information for China and the rest of Asia Pacific region. The “news” alert function is co-

built by REACH24H and the government helping identify possible trade risk and

hazards. The employees can access expert articles and reports, chemical regulatory

database, online training courses and electronic translation store by using ChemLinked.

Software and Information

For internal communication, REACH24H applies the Dingding software which is

designed by Alibaba, for the consultants to contact with other teams. For client data

storage, the cosmetic department mainly uses folders and Excel files to store customers’

information.

7.4 Assessment of KM Mechanism and Technology

Regulatory consultant process

In the regulatory consultant process, the desired KM processes are exchange,

internalization and combination. For the exchange process, face to face meeting,

ChemLinked and WeChat official account work effectively to facilitate the consultants

to share explicit knowledge. For the internalization process, on the job training, official

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website, ChemLinked and WeChat platform are helpful for the consultant to transform

explicit knowledge to tacit knowledge more easily. For the combination process, face to

face meeting, learning by doing, ChemLinked help consultants to develop new explicit

knowledge by combining existing explicit knowledge. We can clearly see that the

existing KM mechanisms and technology are helpful to the desired KM process but there

is still having spaces to improve. Especially the low-frequency use of KM technologies

and the high loss rate of employees, current mechanisms and technologies cannot solve

this problem effectively.

Responsible agent filing process

For the responsible agent filing process, the desired KM processes are direction,

externalization and socialization for KS and exchange. We find that ChemLinked makes

the direction process better, however, it has no intention for the employee to keep using

frequently. For the externalization, socialization for KS and exchange, WeChat official

account and online BBS would both be the effective channels.


For the product qualification process, the desired KM processes are direction,

socialization for KS and KD. As mentioned above, ChemLinked can facilitate the

direction process. For socialization for KS and KD, face-to-face meeting, ChemLinked

and WeChat official account would help effectively.


For the application and follow-up process, the desired KM processes are direction,

socialization for KS and KD.As mentioned above, ChemLinked can facilitate the

direction process. For socialization for KS and KD, face-to-face meeting, ChemLinked

and WeChat official account would help effectively.

7.5 KM Infrastructure

KM infrastructure is the long-term foundations for knowledge management. It includes

five major components: organization culture, IT infrastructure, common knowledge and

the physical environment.

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Organization culture

The group behaviour from the norms and beliefs can be reflected by the organizational

culture. In the cosmetic division, employees are encouraged to share knowledge. Also,

the management support KM. However, there are lack of incentives for knowledge

sharing.

Organization structure

Although REACH24H introduced some platform to foster knowledge sharing, there are

no KM division or position for chief knowledge officer. The division leader is responsible

for managing the whole division, making decisions and communicate with the top

management. However, there is no KM division to help the leader manage all incoming

knowledge.

IT infrastructure

As mentioned in KM technologies, REACH24H makes use of different kinds of

information technology to support daily operation. For instance, ChemLinked is,

supposing, a useful tool for the organization to store regulations information and

knowledge sharing. However, as the incentive to use is low, the frequency of use is low.

Common knowledge

The common knowledge integrates an individual’s knowledge with the knowledge of

others and thus enhance the value of it. REACH24H set a series of basic rules to follow

by employees. Therefore, the employees should be familiar with their workflows and

what they should be careful of. The new employees also need to attend the training

course in order to better prepare themselves for the job. But for the senior staffs, the

company is not able to provide advanced training courses regularly.

Physical environment

The office design of REACH24H remains traditional, although there are enough meeting

rooms provided for holding meetings, the interaction between individuals and divisions

low.

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8. Assessment Results

According to the tables shown in the previous parts, it can easily to point out the desired

KM process in the business process of cosmetic division. The top prioritized desired KM

process would be Exchange, Internalization, Combination for the regulatory consultant

process; Direction, Externalization, Socialization for KS and Exchange for responsible

agent filling process; Direction, Socialization for KS and KD for product qualification

process and application and follow-up process. Comparing the desired KM to current

KM, it is easy to observe Socialization is the most important process required for the

cosmetic division. However, Socialization for KD process is lacking in all current KM

process. Other KM processes that need to improve would be Direction. For the KM

infrastructure, the office design would be the hinder of doing knowledge sharing.

Although the company has introduced social platforms and system to help to improve

the situation, the employees found that useless, hence, lowered the value of IT

application. Consequently, the assessment reveals that the cosmetic division still has

rooms for doing KM improvement.

9. Proposed Solution

9.1 Non-technical KM infrastructure

According to the current study conducted by Masa’deh (2016), there is a significant

positive impact of KM infrastructure on job satisfaction and it revealed that the

dimensions of KM infrastructure that has the highest effect on job satisfaction are

organizational culture followed by information technology. Under no circumstances

should the KM infrastructure be ignored before implementing the KM processes. Several

components of the KM infrastructure has been identified from the assessment such as

organization culture can be further improved by proposing the following tools.

9.1.1 Organization Culture

Reward mechanism

Features

Although the management is aware of the importance of KM and willing to invest in it,

the majority of employees are not transferring the knowledge in practice. Therefore,

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REACH24H may step further to recognize and give a reward to those employees who

make contributions to knowledge sharing or knowledge discovery on a weekly, monthly,

quarterly or yearly basis.

Advantages

With the reward mechanism, employees are more likely to be involved in the KM

systems and technologies. Also, this can be helpful for great results in KM in REACH24H.

Disadvantages

Excessive rewards may lead to the employees’ over-satisfaction which can bring some

bad influences. For the long term sustainability of KM initiative, it has to focus on

moving the reward-based system to one of recognition among colleagues.

Improvement Areas

Currently, REACH24H lack reward mechanism for KM and their employees seldom

involved in knowledge sharing. This solution can build up the better organization culture

for KM and ensure that employees feel appreciated.

9.1.2 Organization Structure

Separate KM division or chief knowledge officer (CKO)

Features

The role of KM division or CKO can be diverse. They are responsible for collecting useful

data for the organization as knowledge, developing an overall framework that guides KM,

actively promoting the knowledge agenda within and beyond the company, overseeing

the development of KM infrastructure and facilitating connections, communication and

coordination.

Advantages

This solution can both maximize the returns on the investment in knowledge and exploit

the intangible assets in an effective and professional way. The KM division or CKO

masters hard and soft skills in KM. They know how every department of a company

works to determine the technical needs of each division of the firm, which brings a lot of

benefits to the company.

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Disadvantages

Despite the advantages brought by KM division or CKO, this solution might be costly

and time-consuming. The KM division needs to recruit talents with much experiences

both in KM and regulation consulting areas. Also, it takes a lot of time in communication

with every department to identify knowledge relevant to REACH24H.

Improvement Areas

As a regulation consulting firm, REACH24H runs knowledge-based processes in its

business. This solution can greatly enhance its professional image and employees’

productivity.

9.1.3 Physical Environment

Cafeteria, coffee room and hallways for informal meetings

Features

Cafeteria, coffee room and hallways provide venues where employees can through

socialization to learn from and share insights with each other. It encourages both

scheduled and spontaneous meetings to take place in a casual, coffee shop atmosphere.

Advantages

This solution can foster KM by providing opportunities for employees to meet and share

ideas. Theses group-oriented spaces and common areas draw employees in and facilitate

spontaneous interactions, brainstorming and knowledge sharing. In addition,

employees tend to have a stronger relationship with their managers and are more

satisfied with their jobs.

Disadvantages

These common areas need extra space and the decoration would be expensive. Moreover,

employees may misuse these areas for personal issues.

Improvement Areas

In REACH24H, there is insufficient communication between different teams and

divisions. This solution can increase the possibility of cross-functional communication.

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Interior design from traditional cubes to open plan

Features

The open office plan means that everyone works in the same area instead of a cubicle

type working area.

Advantages

Communication and knowledge sharing are obviously easier between workstations and

divisions. Normally, with an open office plan, managers and supervisors are in constant

contact with the staff. For the staff, they are able to reach management more quickly and

deal with issues.

Disadvantages

It is a simple fact that the more people you have in one area the noisier it gets. An

employee may be easily distracted from the meaningless background noise. Also, this

solution might lack privacy, which can be harmful to the supposed easy collaboration.

Improvement Areas

In the cosmetic division, the interior design is traditional cubes so employees do not

know what exactly other colleagues are doing. The change from traditional cubes to open

plan will reduce the boundaries within office workspaces and encourage employees to

create and share knowledge.

9.2 IT infrastructure

For the Technical KM infrastructure, considered that there is some existing KM

infrastructure already in use in the REACH24H, it is necessary to evaluate whether

improve the existing KM tools or implement the new KM tools can reduce waste of

investment and lower the cost of making changes on the organization. There is no doubt

that the purpose of doing the KM is to enhance the efficiency of doing knowledge

processes, therefore, two options have been proposed for further evaluation to see which

is the best choice for the company.

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9.2.1 Solutions for Improving Existing KM Tools

Here, there are some found existing KM tools can be further improved, which includes

the Shared Drive, Online BBS, ChemLinked and IBM Connections.

9.2.1.1 Shared Drive

Features

By making good use of the existing shared drive, it can enhance the productivity and

efficiency of sharing documents between different divisions. Some practical approaches

are to appoint a separate person to supervise it, clear up, update and record regularly.

Employees can only access public drive and private drive based on the authorization. In

terms of specific kinds of documents, it is suggested to develop templates to improve the

efficiency of documentation.

Advantages

It is convenient for team members to access the documents in many places as long as

they are connected to the internet. Also, it is time-saving for its user-friendly operation.

Moreover, the file size restriction is beneficial for management.

Disadvantages

The deployment of shared drive requires manual supervision, and it may be failed to

handle all the documents when faced with business expansion.

Improvement Areas

As mentioned, some problems related to documentation and data storage has been

identified. Using the shared drive, the problem of documents sharing will be solved. On

one hand, relevant documents can be delivered from another department quickly. On

the other hand, it is very easy for us to share documents to improve working efficiency.

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9.2.1.2 Online BBS

Features

Online BBS is a system which allows a group of people to leave messages, and the others

in the group can read and reply. In REACH24H, there is an existing internal internet-

based discussion system for their employees to exchange news, opinions and experience

to other colleagues. To improve the utilization of BBS, we suggest to assign an individual

for maintenance and promotion and to develop a mobile BBS application in

smartphones.

Advantages

Online BBS operate in a very simple manner. It gives users an opportunity to get

information from a huge number of sources. Whenever the employees find useful

documents or come up with interesting ideas, he/she could post it on the BBS and

everyone in the company could participate in discussion directly.

Disadvantages

Since the online BBS is so public and often unedited, it is difficult to ensure the quality

of each thread and post. Also, the online BBS do not keep an archive of each thread and

post. Some may disappear over a period of time as new threads are started.

Improvement Areas

Also, the problems of insufficient internal communication and training for new hires

have been identified by the assessment. With the help of Online BBS, new hires could

review the posts and know more about the systems and projects of the company.

9.2.1.3 ChemLinked

Features

To meet the growing demand for regulatory advice and market intelligence,

ChemLinked Chemical Portal is an existing platform which was created to provide

chemical regulatory information for China and the rest of the Asia Pacific region. It

integrates with news, Chempedia, regulation databases and webinars in its website. To

enhance the usability of ChemLinked, we suggest implementing the search and filter

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functions by professional areas, projects and levels. Also, ChemLinked should develop a

multi-language user interface including Chinese.

Advantages

ChemLinked is a trusted source of timely regulatory information. Moreover,

ChemLinked is a good choice to reach domestic and international companies,

professionals and government bodies in the chemical industry. It has gained recognition

and unparalleled popularity globally.

Disadvantages

Although ChemLinked has free access to open resources like news, articles and webinars,

it cost money to experience more premium features such as databases and interaction

with editors and experts.

Improvement Areas

The assessment result shows that there is still much space for improving knowledge

discovery, knowledge sharing and knowledge application. With the help of ChemLinked,

employees will be closely connected to the update information and regulation in the

industry.

9.2.1.4 IBM Connections

Features

IBM Connections is a collaboration platform that integrates email, activity and task

management, instant messaging, file sharing, collaborative document editing and more

into a unified solution. In its profiles section, users can tap the expertise and get answers

fast. The software refines communication to the extent of a common platform for

sharing ideas and allows all interested users to contribute and to access corporate

information. The knowledge base is well-organized, and accessible via mobile devices to

be used outside the office.

Advantages

Using this platform, employees can contact everybody inside the company, and access

every file he/she may be interested in. As a result, the company saves an incredible

amount of time, and there is no risk that valuable information will slide through the

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cracks. IBM Connections is integrated behind the firewall, meaning that it will enhance

security and take this burden off the IT team’s shoulders.

Disadvantages

The preparation stage of implementation could be very complex and time-consuming. A

project team should be set up to maintain the whole process, which means the cost could

be very high.

Improvement Areas

In order to solve insufficient IT support in KM processes, IBM Connections is a

collaborative tool for knowledge socialization, exchange and direction. Once the

software is set up properly and start running, both the quality of the consulting

services and the efficiency of the employees will be improved largely.

9.2.2 Solutions for Implementing New KM Tools

After considering the improvement of existing KM tools, some new KM tools have been

proposed to improve the KM processes of REACH24H which includes the Skype for

Business, the Web-based Learning System, the Document Management System and the

E-document System.

9.2.2.1 Skype for Business

Features

“Skype for Business” is a unified communication platform that can send an instant

message which is developed by Microsoft. “Skype for Business” is for the socialization,

both internal and external. The employees can communicate with each other through

“Skype for Business” and the employees can also have met with clients through “Skype

for Business”. “Skype for Business” have both desktop and mobile application which

allow employees to use in the office and at home.

Advantages

“Skype for Business” is an international software that has been widely used all around

the world for professional and formal business communication. “Skype for Business” is

more secure than using WeChat in terms of its encryption system. “Skype for Business”

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has firewalls which can resist hacking. This can enhance the confidentiality of business

information.

Disadvantages

“Skype for Business” is not free. The company needs to pay annual fees to subscribe the

license to access software. Some employees may do not know how to use this software

because it is not a prevalent communication tool in China. Therefore, REACH24H may

need to organize some training courses for its employees.

Improvement Areas

The initial communication platform of REACH24H is WeChat. However, WeChat is not

a formal business platform. If the company keep using WeChat, it may lower the brand

image and professionalism of REACH24H. Besides, in terms of security issues, the

information stored in WeChat may have risks on involving information surveillance or

information leakage. However, “Skype for Business” has well-developed firewalls which

can resist hacking to protect information. Another factor that should be noted is that

“Skype for Business” is a widely used software over the globe. As an international

company, REACH24H has preferred the use “Skype for Business” instead of WeChat to

cater for their foreign clients.

9.2.2.2 Web-based Learning System (WBL)

Features

Web-based Learning System using the web-based technologies to provide online courses

including regulations and case study. The employees can study at home, at work, or

anywhere with laptops and connect to the internet. The WBL can also provide

customized course structure for different staff grades. WBL also have an assessment

function which provides discussion forums, online multiple choice test and e-portfolio.

Advantages

The employees can have systematic training courses which allow them to acquire new

knowledge and share knowledge.

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Disadvantages

A critical obstacle could be how to collect and classify the online courses as well as who

will be in charge to update the courses. Also, although the company can subscribe to the

system, this system is costly.

Improvement Areas

WBL is useful for new employees not only to quickly adapt to the company's

environment by capturing new knowledge and understand the workflow of the company

but also for project teams to get information quickly when the project is on-going.

9.2.2.3 Document Management System (DMS)

Features

Documents management system (DMS) is a newly-developed system which can store a

large number of files, manage documents and classify the files. It has embedded various

functions like documentation storage, classification, searching and collaboration and

history recording. Moreover, proper templates for different types of documents have

been set up in the system. When using this system, employees can classify and store their

own documents to make them convenient to use. Moreover, department members can

scan and edit relevant documents from other departments. For security reasons, the

documents could be accessed only by authorized staff, and the permission of reading

and writing should be managed separately, which is flexible for the company to do

resources management.

Advantages

It provides an efficient way of managing and sharing documents. By developing a

customized user-friendly interface, the operation of the system can be quite easy to catch

up.

Disadvantages

A critical obstacle could be how to collect and classify current documents before start

developing DMS. And investing in DMS may lead to the over-budget problem.

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Improvement Areas

With the using of DMS system, all departments can get useful information from the

system which saves lots of time. Moreover, the confusion and loss of documents can be

avoided by the function of collaboration and history recording. New employees can also

easily find the proper templates for different types of documents in the system to be used

for their projects.

9.2.2.4 E-Document System

Features

E-Document system is an online platform for the company to do the knowledge

management which integrated most of the functions which can improve the knowledge

processes. The way of use is simple because it only involves two steps.

The first one would be the knowledge accumulation which has three parts. The first part

is “Knowledge document upload”: Whether on the PC or the mobile devices, this system

provides a fast and convenient way to upload documents, allowing employees to upload

various work-related knowledge documents to the enterprise knowledge base anytime.

The second part is “Process accumulation knowledge”: REACH24H mainly has 4

processes. The employees can share the process document via this system. After the

process flow of the process of sending and receiving documents, the process of contract

approval, and the process of project acceptance, the corresponding documents are

automatically archived into the enterprise knowledge base. The last part is “Work scene

accumulation knowledge”: In the work scenarios such as conferences, collaborations,

tasks, microblogs, projects, etc., all kinds of management documents generated will

enter the enterprise knowledge base through pre-set paths and rules, so that the

accumulation of enterprise knowledge in daily work is “unconsciously going." This part

can also store either explicit or tacit knowledge.

The second step is knowledge sharing. This process has four parts. The first part is the

“Knowledge document retrieval”: Provide a powerful internal enterprise search engine

which is similar to Baidu and Google, is convenient for employees to search for what

they want, making knowledge sharing more convenient and efficient. The second part is

the “Knowledge information portal”: Build multidimensional knowledge portals such as

company rules, typical cases, and product-related portals. It can share with more

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employees who need specific knowledge at any time. The third part is “Building a

knowledge map”: Provide a powerful knowledge map scene designer, which can

integrate, sort and index all kinds of knowledge according to management and work

scenes, thus establishing various knowledge maps, such as new employee employment

guidelines, product sales guidelines, and other knowledge maps. The last part is the

“Mobile knowledge review”: Provide powerful and fast mobile search function, which is

convenient for employees to query knowledge documents on mobile devices in the

mobile information portal anytime and anywhere, so that knowledge sharing can serve

all employees in 7*24 hours.

Advantages

E-Document system can provide a platform for the company to share and store the

knowledge. The system is very convenient and easy to operate. In the long run, this

system can save money for new employees’ training and avoid the loss of knowledge

caused by the loss of talent.

Disadvantages

The system can be outsourced to a third party for development or developed by the

REACH24H. However, REACH24H is required to spend a lot of time and money to build

up the system. Also, as it involved a lot of functions, the testing period would be long

and need to keep spending money for doing the continuous maintenance.

Improvement Areas

Whether on the PC or the mobile devices, this system provides a fast and convenient way

to upload documents, allowing employees to upload various work-related knowledge

documents to the enterprise knowledge base anytime. The employees can share the

process document via this system. This system can also store either explicit or tacit

knowledge. The system is convenient for employees to search for what they want,

making knowledge sharing more convenient and efficient. This system builds

multidimensional knowledge portals such as company rules, typical cases, and product-

related portals. It can share with employees who need specific knowledge at any time.

This platform also provides a powerful and fast mobile search function, which is

convenient for employees to query knowledge documents on mobile devices in the

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mobile information portal, so that knowledge sharing can serve all employees in 7*24

hours.

10. Evaluation

In order to find out which is the best solution suit for the REACH24H, it is important to

set up criteria to do an evaluation for two proposed solutions.

10.1 Evaluation Criteria

A detailed description of the scoring criteria will be illustrated in the following:

10.1.1 Insufficient Communication

Communication refers to both text-based and oral-based communication. Client’s

information, company information, industry information are the information that

required to exchange frequently. Besides, knowledge exchange is crucial for sharing tacit

knowledge from both senior to junior employees as well as from team to team. Having

meetings is also crucial for doing knowledge discovery, knowledge capture, knowledge

sharing and knowledge application. When the KM tools can complement the insufficient

in the specific area, 1 mark will be given. A tick symbol will be represented to 1 mark.

Table 12 - Criteria scoring of KM Tools to improve Insufficient Communication

By doing criteria scoring evaluation, table 12 shows the result of the proposed solution

for new KM tools and for existing KM tools are scored 14 marks. As a result, the value of

either implementing new KM tools or improving the existing KM tools is same.

10.1.2 Insufficient Training

Training is of paramount importance for knowledge discovery, knowledge capture and

knowledge sharing. Online training and discussion forum are two methods most likely

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to be accepted by the employees for taking training. As a result, insufficient training can

be improved by either implementing a new system or embedding the training function

on the KM system. 1 mark will be given if the KM tool has the function of offering

training. A tick symbol will be represented to 1 mark.

Table 13 - Criteria scoring of KM Tools to improve Insufficient Training

By doing criteria scoring evaluation, table 13 shows the proposed solution for new KM

tools and for existing KM tools are scored 3 marks and 1 marks respectively. As a result,

the value of implementing new KM tools is higher than improving the existing KM tools.

10.1.3 Insufficient IT support

IT support including the function of storage, exchange and update the document. It is

vital for the cosmetic division because the team members from the division are required

to access the document to edit, update or comment the information. Therefore, 1 mark

will be given if the KM tool can improve the area of document storage or document

exchange or document update. A tick symbol will be represented to 1 mark.

Table 14 - Criteria scoring of KM Tools to improve Insufficient IT Support

By doing criteria scoring evaluation, table 14 shows the score of the proposed solution

for new KM tools is 4 marks and the score of existing KM tools is 9 marks. As a result,

the value of implementing new KM tools is lower than improving the existing KM tools.

10.1.4 Required Resources

For any project, time and cost are the top-prioritized concerns for doing a project.

Therefore, Time and cost are included as a criterion to do an evaluation. For the required

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time is short, can be finished within 4 months, 1 mark will be given. Otherwise, no mark

will be given. And for the cost, under RMB200,000 will be defined as low cost, and 1

mark will be given; between RMB200,001 to RMB400,000 will be defined as medium

cost, 0.5 marks will be given; more than RMB 400,001 will be defined as expensive, no

mark will be given.

Table 15 - Criteria scoring of required resources for implementing KM Tools


for new KM tools and existing KM tools are 2 marks and 5 marks respectively. As a result,

the value of implementing new KM tools is lower than improving the existing KM tools.

10.1.5 Challenges

Challenges refer to the potential risks that may confront. Four criteria have been set

under the challenge for the proposed KM tools, including technical issues for setup,

technical issues for maintenance, system stability and employee adoption. The level of

challenge will be classified in two grade, which is High (0 marks), Medium (0.5 marks)

and Low (1 mark).

Table 16 - Criteria scoring of challenges for implementing KM Tools



the value of implementing new KM tools is slightly lower than improving the existing

KM tools.

10.1.6 KM Processes

Based on the assessment result, the areas for improvement in terms of the KM processes

has been added as one of the criteria. It is, for further explanation, 1 mark will be given

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if the KM tools can facilitate or improve either combination or socialization of

knowledge discovery, externalization or internalization from knowledge capture,

exchange or socialization of knowledge sharing or direction and routines of knowledge

application. In here, 0.5 marks will be given to each sub-process.

Table 17- Criteria scoring of KM Tools to improve the KM processes



the value of implementing new KM tools is slightly higher than improving the existing

KM tools.

10.2 Evaluation Result

Table 18 - Criteria scoring Result of KM Tools

Table 18 shows the total score of two proposed solutions. 42 marks were given to the

implementation of new KM tools and 48 marks were given to improve the existing KM

tools. Therefore, doing investment in improving the existing KM tools is worthier than

investing in implementing new KM tools. The reasons for choosing to improve KM tools

is not only because of the comparison of the total score but also the score for each KM

tool. Four existing KM tools scored within 11-13 marks, which mean the value of each

KM tool is nearly about the same. However, the value of each new KM tool is quite

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different, the range of score is from 6 to 15.5 marks. Moreover, in terms of the required

resources, the required time is longer and the required cost is higher if the

implementation the new KM tools. Consequently, due to the basis of cost and

effectiveness, the suggested solution would be to improve the existing KM tools.

11. Implementation

11.1 Work Breakdown

The project's implementation plan includes seven main tasks, namely project

initialization, project planning, project execution, system design, system installation,

system testing and project closure. The detailed work breakdown is as follows:

Task Name Duration

1.Initiating The Project 9 days

2.Planning The Project 59 days

2.1 Share Drives 10 days

2.2 Online BBS 12 days

2.3 ChemLinked 13 days

2.4 IBM Connections 19 days

2.5 Develop Project Plan 4 days

2.6 Submit Project Plan 1 day

2.7 Milestone: Project Plan Approval 0 day

3. Executing The Project 193 days





4. Closing The Project 6 days

Table 19 - Work breakdown

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11.2 Project Team Structure

The human resource for this project requires at least 10 staffs. The project also needs an

outsourcing team IBM. Among them, Project Manager, Domestic Division Head,

Consultant Leader, Technical Leader and IBM IT leader are monthly contract employees

depending on the period of their work schedule. The detailed project team structure is

listed as below:

Role Organization / Position Responsibility

Supervisor Administrative Department Chairman. Responsible for the

whole company

Project Manager Administrative Department General Manager. Responsible

for following-up the work

Cosmetic Division

Head Administrative Department

Head. Responsible for the

Domestic issue

Consultant Leader Consultant Agency Leader. Responsible for the

Consultant Agency

Consultant 1 Consultant Agency Consultant.

Consultant 2 Consultant Agency Consultant.

Cosmetic Regulatory

Consultant Consultant Agency

Consultant. Responsible for the

cosmetic department

Technical Team Leader IT Department Leader. Responsible for the product.

Software Development

engineer IT Department

Engineer. Responsible for

the Software development.

Test Engineer IT Department Engineer. Responsible for testing the

product.

Programmer IT Department Programmer. Responsible for following

up the product process

IBM Suppliers Supplier Supplier. Outsourcing.

Table - 20 Project Team Structure

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11.3 Timeline

This is the timeline chart on monthly basis. Revisiting these tasks on a monthly basis

can help to initiate any changes that need to take place and adjust the progress

accordingly. Because in many cases it is required to shorten the project duration, so

based on the work breakdown and the timeline, two methods can be used to accelerate

project progress, which is fast-tracking and project crashing.

Fast-tracking does not need to wait for each part to be done separately but can

perform two or more tasks concurrently. So by rearranging the tasks, the project can

save a lot of time. When fast-tracking has not been able to save enough time for the

project, the best way is to consider the project crash. This approach can help add

additional resources to project at the lowest cost. And the project process can be further

shortened by assigning other resources for specific activities.

Figure 4 - Timeline for improving existing KM tools

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47

11.4 Resources Estimation

11.4.1 Fixed Cost Estimation

The fixed cost of the knowledge management transformation project only occurs during

the installation process. This fixed cost is used to purchase servers that provide services

and guarantees for three knowledge management tools.

Major Tasks Fixed cost (RMB)

Installation $10,000.00

Sub-Total $10,000.00

11.4.2 Human Resource Estimation

The following table shows the standard cost and overtime cost of each work role. The

total human resource expenditure can be calculated based on the length of time that

each role participated in this project. Because the IBM connections is a third-party

outsourcing project, so it is recorded at a total price of RMB$300,000 in the human

resource estimation.

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48

Role Organization/

Position

Responsibility Type of

Resource

Standard

Cost

Overtime

Cost

Supervisor Administrative

Department

Responsible for

the whole company. Work $55/hr $110/hr

Project

Leader

Administrative

Department

Responsible for

the whole project. Work $55/hr $110/hr

Project

Manager

Administrative

Department

Responsible for

following-up the work. Work $55/hr $110/hr

Domestic

Division

Head

Administrative

Department

Responsible for the

Domestic issue. Work $55/hr $110/hr

Consultant

Leader

Consultant

Agency

Responsible for the

Consultant Agency. Work $55/hr $110/hr

Consultant 1 Consultant

Agency Consultant. Work $45/hr $90/hr

Consultant 2 Consultant

Agency Consultant. Work $45/hr $90/hr

Cosmetic

Regulatory

Consultant

Consultant

Agency

Responsible for the

cosmetic department. Work $45/hr $90/hr

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49

Technical

Team Leader IT Department

Responsible for the

product. Work $50/hr $90/hr

Software

Development

Engineer

IT Department Responsible for

Software development. Work $45/hr $90/hr

Test

Engineer IT Department

Engineer.

Responsible for

testing the product.

Work $45/hr $90/hr

Programmer IT Department

Programmer.

Responsible for

following up the

product process.

Work $45/hr $90/hr

Suppliers

Supplier Commission

Supplier.

Outsourcing. Work

The IBM Connections

project is calculated at a

package price of $300,000

RMB.

11.4.3 Total Project Cost Estimation

The following table shows the fixed and labour costs incurred in each task. Based on the

costs generated by each task, the total cost can be calculated using the bottom-up

estimation method.

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Task Fixed Cost Labor Cost Total Cost

1. Project Initialization $0 $30,330 $30,330

2. Planning The Project $0 $96,810 $96,810

3. Executing The Project $0 $22,270 $22,270

4. Design System $0 $222,460 $222,460

5. Installation $10,000 $41,050 $41,050

6. Test $0 $61,000 $61,000

7. Closing the Project $0 $21,100 $21,100

TOTAL COST $505,020

11.5 Contingency Plan - Risk Mitigation

In the following, three risks from potential causes and possible impacts have been

analyzed. Table 21 shows the risk register and table 22 shows the probability and impact

matrix of KM innovation project for REACH24H:

Bugs in the mobile APP

Technically, bugs are inevitable in computer programs. But, it’s necessary to control

critical bugs and minimizes their negative effects as much as possible. Because critical

bugs probably affect the system normally working. And if users couldn’t log in the system

at some particular situation, then the company may lose much money.

System stability after customization

The second solution aims to provide a multifunctional platform for uses, which is

basically integrating with some effective tools based on the current system. Thus, it

definitely requires our technical team cooperating with software vendors about

modifying back-end data connection so that the new platform could be a high-efficiency

production tool.

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Less motivation

Usually, developing a new system means that employees need relearning how to work

on it, which means the workload will increase at the very first beginning. Thus, how to

use incentives to attract and activate employees to learn the system would be pretty

important. For example, the employer may offer a few hours day-off if employees

successfully learn how to use the system.

Table 21 - Risk Register of KM innovation project

Table 22 - Probability/Impact Matrix of KM innovation project

12. Expected Outcomes

By improving the existing KM tools, it is believed that the outcomes would be able to solve

the previously mentioned problems.

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For the IT-based KM suggestion, which is to improve existing KM tools, it can alleviate

the turnover rate of human resources as it can increase the satisfaction of employees and

the loyalty of employees. To improve the existing KM tools is, indeed, solving the

problems caused by insufficient IT support as KM tools are one of the IT supports. As a

result, the KM tools can act as a platform for communicate and share knowledge. Besides,

the share drive can act as an information hub to store and manage information. This can

improve the area of knowledge sharing (exchange) between process-to-process and from

team to team. Online BBS can act as a community to improve the problem areas of

knowledge capture (internalization) and knowledge sharing (socialization). The

ChemLinked and IBM connections can improve the knowledge discovery (combination),

knowledge share (exchange) and knowledge application (direction) since the filter, search

and outsource some of the functions of two KM tools.

For the non-IT-based KM suggestions, which refers to the improvement of the

organization culture, organization structure and the physical environment, it can mainly

internally contribute to the cosmetic division. For the physical environment, it can help

to remove the boundary of interpersonal relationship by removing the cubicle office

design as the employees could freely talk to each other’s, concurrently, it can increase the

transparency of the business processes. For the KM culture, to maintain a good

atmospheric working environment can foster communication between employees. It can

help to encourage the employees to get involved in the knowledge processes. The

proactive or senior employees can share their knowledge and the passive or junior

employees can discover or capture knowledge. To develop a KM department or set up a

post for KM officer can help to keep tracking of the problem hidden in the company.

By following the proposed plan to make an improvement on the existing KM tools can

optimize the knowledge management of the cosmetic division. It can help the company

to reach the objectives of providing high-value consulting services to the clients, as well

as to maintain its professional brand image. The benefit of improving existing KM tools

can, on one hand, increase the loyalty of the customers and employees; on the other hand,

increase the credibility of the company, hence, to potentially increase the sales,

Overall speaking, improving the existing KM tools can lead the REACH24H to build an

intellectual-based environment to do knowledge process. For examples, the

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53

communication between employees will become effective and knowledge exchange would

be highly encouraged, etc. As a result, there is a complementary beneficial relationship

between the proposed technical-based KM solutions and proposed non-technical-based

KM infrastructure to foster the effective KM processes. The ultimate outcomes would

enable ways to elicit, represent, organize, reuse and renew both tacit and explicit

knowledge among the team workers, as well as to create a knowledge-driven culture,

maximize its intellectual capital and create an environment for collaborative knowledge

sharing for REACH24H.

13. Key Learning Points

During the KM seminars, Professor Fang has introduced us to the fundamental concepts

in the study of knowledge and its management, including the processes of knowledge

discovery, knowledge capture, knowledge sharing and knowledge application. However,

there are some challenges come up when starting to conduct the assessment. First of all,

it difficult to connect the basic KM concepts with the real business environment. In order

to deepen our understanding of KM concepts, we spent a lot of time and efforts in research

including reading articles, searching for real cases and group discussions. Secondly, the

target company we chose for the project was not easy to identify its KM processes simply

by browsing its company website. Fortunately, by communicating with our teammate

who worked for the REACH24H, we could understand the company business strategy,

objective and business processes in a more effective way. As a result, we completed the

assessment report timely and productively. The experience of conducting an assessment

and writing a report made us easier to prepare a solution proposal. Based on the

assessment result, we managed to propose the effective solutions for REACH24H and

developed the implementation plan as detailed as possible.

To conclude, after doing this analytic-based group project, we have not only developed

the ability to describe the key concepts of applying KM to enable REACH24H to achieve

sustainable competitive advantages but also become capable to propose problem-solving

solutions in KM implementation and management strategies with reference to the

business environment of REACH24H.

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54

14. Reference

Čiarnienė, R., Vilmantė, K., & Vienažindienė, M. (2010). EXPECTATIONS AND JOB

SATISFACTION: THEORETICAL AND EMPIRICAL APPROACH.

doi:10.3846/bm.2010.131

Fisher, C. D. (2003). Why do lay people believe that satisfaction and performance are

correlated? possible sources of a commonsense theory. Journal of Organizational

Behavior,24(6), 753-777. doi:10.1002/job.219

REACH24H Cosmetic website. (n.d.). Retrieved from

http://www.reach24h.com/cosmetic-en/

Masa’deh, R. e. (2016). "The role of knowledge management infrastructure in enhancing

job satisfaction at Aqaba five star hotels in Jordan." Communications and Network

8(04): 219.

Ward, V. and C. Holtham (2000). "The role of private and public spaces in knowledge

management." Victoria 20(7250): 1202.

IBM. (2018). Overview of IBM Connections. Retrieved from https://www.ibm.com/hk-

en/marketplace/ibm-connections

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http://www.reach24h.com/cosmetic-en/

https://www.ibm.com/hk-en/marketplace/ibm-connections

https://www.ibm.com/hk-en/marketplace/ibm-connections

55

15. Appendix

Appendix 1 - Terminology

KM = Knowledge Management

KC = Knowledge Capture

KD = Knowledge Discovery

KS = Knowledge Sharing

T = Tacit Knowledge

E = Explicit Knowledge

D = Declarative Knowledge

P = Procedural Knowledge

G = General Knowledge

CS = Contextual-Specific Knowledge

TS = Technical-Specific Knowledge

BBS = Name of the internal Forum used by REACH24H company

ChemLinked = Name of the KM system used by REACH24H company

CD = Cosmetic Division

CRC = Cosmetic Regulatory Consultant (“Consultant”)

TT = Technical Team

CRA = Chemical Regulatory Analyst (“Analyst”)

CRE = Chemical Regulatory Engineer (“Engineer”)

CFDA = China Food and Drug Administration

CPSD = Consumer Product Service Department

CoFS = Certificate of Free Sales

OEM = Original Equipment Manufacturer

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Appendix 2 - Generalized Business Process of Cosmetic Division

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57

Appendix 3 - Summary of Contingency Factors in Each Process

____________________________________________________________________________________________________________________________________________________


58

Appendix 4 - Interview Question

____________________________________________________________________________________________________________________________________________________


59

Appendix 5 - Questionnaire Design

____________________________________________________________________________________________________________________________________________________


60

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61

Appendix 6 – Implementation: Work Breakdown Details

Task Name Duration

1.Initiating The Project 9 days

1.1 Kickoff Meeting 1 day

1.2 Document The Idea 3 days

1.3 Determine Project Team 3 days

1.4 Develop Project Charter 2 days

1.5 Charter Signed 0 day

2.Planning The Project 59 days


2.1.1 Define Integration Management 1 day

2.1.2 Define Scope Management 1.5 days

2.1.3 Define Schedule Management 1 day

2.1.4 Define Cost Management 1 day

2.1.5 Define Quality Management 1 day

2.1.6 Define Resource Management 1 day

2.1.7 Define Communication Management 1 day

2.1.8 Define Risk Management 1.5 days

2.1.9 Define Procurement Management 1 day

2.1.10 Project Monitor 10 days


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62


2.2.2 Define Scope Management 2 days

2.2.3 Define Schedule Management 1.5 days

2.2.4 Define Cost Management 1.5 days

2.2.5 Define Quality Management 1.5 days

2.2.6 Define Resource Management 1 day

2.2.7 Define Communication Management 1 day







2.3.3 Define Schedule Management 1 day

2.3.4 Define Cost Management 1 day

2.3.5 Define Quality Management 2 days

2.3.6 Define Resource Management 1.5 days

2.3.7 Define Communication Management 1.5 days

2.3.8 Define Risk Management 2 days


____________________________________________________________________________________________________________________________________________________


63



2.4.1 Define Integration Management 2 days


2.4.3 Define Schedule Management 2 days

2.4.4 Define Cost Management 2 days

2.4.5 Define Quality Management 5 days

2.4.6 Define Resource Management 3 days

2.4.7 Define Communication Management 2 days


2.4.9 Define Procurement Management 1.5 days


2.5 Develop Project Plan 4 days

2.6 Submit Project Plan 1 day

2.7 Milestone: Project Plan Approval 0 day

3. Executing The Project 193 days


3.1.1 Requirement Analysis 5 days

3.1.1.1 Project Monitor 5 days

3.1.2 System Design 5 days

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64

3.1.2.1 Sharing Module 2.5 days

3.1.2.2 Accessing Module 2.5 days


3.1.3 Installation 10 days

3.1.3.1 Product Information Migrate 3 days

3.1.3.2 Install Software 7 days

3.1.3.3 Install Complete 0 day


3.1.4 Testing 10 days

3.1.4.1 Develop test plan 1 day

3.1.4.2 System testing 3 days

3.1.4.3 Integration Testing 2 days

3.1.4.4 Load Testing 2 days

3.1.4.5 User Acceptance Testing 2 days






3.2.2.1 Mobile Application Module 5 days

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65

3.2.2.2 Device Operation Module 5 days








3.2.4.1 Develop test plan 1 day










3.3.2.1 Search Module 5 days

3.3.2.2 Filter Module 5 days

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66

3.3.2.3 Language Module 5 days








3.3.4.1 Develop test plan 2 days










3.4.2.1 Email Module 4 days

3.4.2.2 Activity Management Module 4 days

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67

3.4.2.3 Task Management Module 4 days

3.4.2.4 Instant Message Module 4 days

3.4.2.5 File Sharing Module 4 days

3.4.2.6 Expertise Connection Module 4 days

3.4.2.7 Response Module 4 days







3.4.4.1 Develop test plan 2 days






4. Closing The Project 6 days

4.1 Prepare Final Report 5 days

4.2 Present Final Report 0 day

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4.3 Document Lessons Learned 2 days

4.4 Update File 1 day

4.5 Project Complete 0 day

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Appendix 7 – Total Project Cost Estimation Details

Task Fixed Cost Labor Cost Total Cost

1. Project Initialization $0 $30,330 $30,330

1.1 Kickoff meeting $0 $2,600 $2,600

1.2 Document the Idea $0 $4,480 $4,480

1.3 Determine Project Team $0 $8,750 $8,750

1.4 Project Monitor $0 $1,000 $1,000

1.5 Develop Project Charter $0 $13,500 $13,500

1.6 Charter Signed $0 $0 $0

2. Planning The Project $0 $96,810 $96,810

2.1 Define Integration Management $0 $7,700 $7,700

2.2 Define Scope Management $0 $9,100 $9,100

2.3 Define Schedule Management $0 $8,850 $8,850

2.4 Define Cost Management $0 $10,340 $10,340

2.5 Define Quality Management $0 $9,000 $9,000

2.6 Define Resource Management $0 $9,300 $9,300

2.7 Define Communication Management $0 $8,400 $8,400

2.8 Define Risk Management $0 $9,150 $9,150

2.9 Define Procurement Management $0 $10,220 $10,220

2.10 Project Monitor $0 $5,000 $5,000

2.11 Develop Project Plan $0 $9,750 $9,750

2.12 Submit Project Plan $0 $0 $0

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2.13 Milestone: Project Plan Approval $0 $0 $0

3. Executing The Project $0 $22,270 $22,270

3.1 Requirement Analysis $0 $21,770 $21,770

3.2 Project Monitor $0 $500 $500

4. Design System $0 $222,460 $222,460

4.1 Sharing Module $0 $14,875 $14,875

4.2 Accessing Module $0 $14,875 $14,875

4.3 Mobile Application Module $0 $9,245 $9,245

4.4 Device Operation Module $0 $9,245 $9,245

4.5 Search Module $0 $6,750 $6,750

4.6 Filter Module $0 $6,750 $6,750

4.7 Language Module $0 $18,840 $18,840

4.8 E-mail Module $0 $18,840 $18,840

4.9 Activity Management Module $0 $18,840 $18,840

4.10 Task Management Module $0 $18,840 $18,840

4.11 Instant Message Module $0 $18,840 $18,840

4.12 File Sharing Module $0 $18,840 $18,840

4.13 Expertise Connection Module $0 $18,840 $18,840

4.14 Response Module $0 $18,840 $18,840

4.15 Project Monitor $0 $10,000 $10,000

5. Installation $10,000 $41,050 $41,050

5.1 Product Information Migrate $0 $20,360 $20,360

5.2 Install Software $0 $10,690 $10,690

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5.3 Project Monitor $0 $10,000 $10,000

5.4 Installation complete $0 $0 $0

6. Test $0 $61,000 $61,000

6.1 Develop test plan $0 $10,000 $10,000

6.2 System Testing $0 $14,000 $14,000

6.3 Integration Testing $0 $9,000 $9,000

6.4 Load Testing $0 $8,000 $8,000

6.6 User Acceptance Testing $0 $10,000 $10,000

6.7 Project Monitor $0 $10,000 $10,000

7. Closing the Project $0 $21,100 $21,100

7.1 Prepare Final Report $0 $5,000 $5,000

7.2 Present Final Report $0 $2,100 $2,100

7.3 Debt Collection $0 $5,000 $5,000

7.4 Document Lessons Learned $0 $4,000 $4,000

7.5 Update File $0 $5,000 $5,000

7.6 Project Complete $0 $0 $0

Sub-Total $10,000 $495,020 $505,020

Consultant Fee $0

Reservation $0

TOTAL COST $505,020

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