Knowledge transfer in the enterprise business intelligence.

Rosu, Marius Sebastian ; Draghici, Anca ; Guran, Marius 等

Abstract: In order to develop intelligent business for become competitive, the enterprises must increase the quality and technologic level of products and services conform with applicable codes and standards, to have permanent new product or to make old products bettering, to respect the customers or partners contracts terms and conditions, to respect the market rules, the applicable laws and to have a good prices politic. These activities request a large amount of knowledge collecting from all sources and then transferring knowledge at each enterprise level. This paper analyzes and advances a knowledge transfer model between internal and external enterprise resources.

Key words: Business value, business intelligence, knowledge transfer, enterprise resources

1. INTRODUCTION

Whether organizations are composed of one enterprise or many enterprises (holding), for survival, is necessary to learn from the past, supervise the present and plan the future. An important factor for the enterprises in the products and services development is to know to establish, to translate and to define the customer requirements using quality methods, tools and techniques. Today, the enterprises use Internet or Internet technologies to attract, retain and cultivate relationships with customers, streamline supply-chain, manufacturing, procurement systems and automate corporate processes to deliver the right products and services to customers quickly and cost-effectively.

New enterprise model architecture using Intranet/Internet/Extranet infrastructure and technologies is presented in figure 1 (Dragoi et al., 2003) in a general aspect. In this way are dignify the customer--company (Business to Customer), company--supplier (Business to Business) and internal company (Intra-Business) relations (Dragoi et al., 2006). As a general requirement for this infrastructure support is than the companies must be able to inter-operate and exchange information's and knowledge in real time so that they can work as a single integrated unit, although keeping their independence/autonomy. First, is recommended than companies identify the principal knowledge transfer channels.

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2. ENTERPRISE BUSINESS INTELLIGENCE

The enterprises marketplace value is representing the thing that distinguishes its business performance from all others. It is generally accepted that the value of every organization falls into one of three major categories of value discipline (Guran et al., 2007):

1. Customer intimacy, when the companies try to understand their individual customer's needed, and will try to do everything is possible to accommodate their customers. These companies are definitely not cheap, because personal service is an expensive commodity; however their customers prefer to use them because they feel that they are sufficiently rich to justify the extra cost.

2. Product leadership, as companies that could be described as 'leading edge', because their value is that can keep you ahead to the customers of other similar companies. These companies are always on the top with new innovative products, new ideas that can keep their customer interest.

3. Operational excellence, as companies that excels at operational efficiency.

All companies tend to have a stronger affinity to one of the three categories. An organization needs to understand how to interact with its customers and how would like to interact with its customers. After this, the enterprises can start to develop a strategy to improve customer relationship management and other e-business solutions, as enabling technologies and core technologies. For the future, e-services and e-business, as were defined, require the enterprise re-thinking and re-modeling, with the system and applications design for an efficient use of new network technologies. The perspectives of this kind of manufacturing and economy are named shortly new digital economy. The connection between business value and intelligence can be represented as evolution (see figure 2), based on the experience in industry, in which the beginning is represented by 'data access', and 'what happened?'.

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3. ENTERPRISE KNOWLEDGE TRANSFER VIEW

Knowledge has become the more important economical factor for to make business intelligence. This knowledge is mainly based on market demands, technical processes, customer requirements, technology improvements, laws, suppliers, competitors etc. In this new era of information, the fundamental sources of wealth are knowledge and communication, and not natural resources or labor work (Rosu et al., 2006). During the first decades of the computer science, the emphasis was data management. In order to transform data into information it is required tools. All the same, in order to transform information into knowledge it is needed time. Knowledge is to use information (and as a consequence data) to generate new ideas or solutions. Also, today, are differentiating these three classes of elements as (Pugh, 1993):

* Data (a discreet and objective group of facts of a certain event);

* Information (a message containing an originator and a receiver and whose meaning involves a new interpretation based on a group of data);

* Knowledge (a mixture of experiences, values, contextual information and intuition, forming a framework in a person's mind that enables him/her to evaluate and to obtain new experiences and information).

At the enterprise level the knowledge could be found to individual, group or external resources. Professional qualifications, personal experiences, capacity to transform informations in knowledge constitute the individual resources. Patent acts, models, concepts, enterprise culture and management form the group resources. Individual and group resources totality represents the enterprise internal resources. External resources are set of by relations with client, suppliers and partners, product and services credibility, offering quality. Value creation is determined by tacit or explicit knowledge transfer between these resources and knowledge conversion from a resource to other. There is several kind of knowledge transfer explained follow-up (see figure 3):

* Knowledge transfer between employees--can be realized by team activities organized, meetings, show-dawn, by the employees' rotation or professional workplace qualifications or re-qualifications under enterprise expert.

* Knowledge transfer between employee groups--realized within projects which involve interdepartmental teams constitution or when management team try to integrate efficient the systems, tools, processes and products at the enterprise level.

* Knowledge transfer from employees to employee groups and from employee groups to employees--can be making by teaching processes, e-learning and simulations and by means of the Industrial Informatics Systems or Knowledge Work Systems.

* Knowledge transfer from employees to external resources and from external resources to employees--it take place during meetings between customers, suppliers, partners and enterprise employees. Employees present the products, the new enterprise trends, initiate discussions about these and collect information's to do better products and services.

* Knowledge transfer from employee groups to external resources and from external resources to employee groups --achieved using all enterprise resources, e-business, making alliances for new ideas regarding products and services or research.

* Knowledge transfer between enterprise customers, suppliers and partners--it does within discussions between these with show-rooms, expositions, conferences or others exhibitions occasion.

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4. CONCLUSION

This paper analyses the knowledge transfer and proposes a methodological model, based on the principal internal and external knowledge resources used during the product development process and business intelligence strategies elaboration at the enterprise level. The validation of this methodology will be carried out based on a practical application in a university and Romanian SME partnership. The aim of this project (university-SME's partnership) is to determine the new organization type for integrating in the virtual enterprise medium and to outsource shared resources of the university research centers to the industrial partners.

5. REFERENCES

Dragoi, G., Cotet, C., Rosu, L., Rosu, S., Chira, C., (2003), An Internet/Intranet/Extranet based tool for training and engineering for virtual enterprise in the new digital economy, Proceedings of the Second International Conference on Economic Engineering and Manufacturing Systems, October 23th-24th, pp. 62 with CD-ROM support, Brasov, Romania, ISBN 973-635-215-3.

Dragoi, G., Cotet, C., Rosu, S., Rosu, L., (2006), Internet/Intranet/Extranet-based systems in the CESICED platform for virtual product development environment, in the Proceedings of the 8th Conference on Integrated Design and manufacturing for Mechanical Engineering--IDMME'2006, Grenoble, France, May 17th-19th, pp. 77, with CD-ROM support for the full papers, ISBN 29523979-1-0, EAN 9782952397919.

Guran, M., Mehanna, A., Rosu, S., (2007) Knowledge and Data Management in Business Intelligence, in the Proceedings of the 16th International Conference on Control System and Computer Science--CSCS'16, May 22th-25th, pp. 39-42, Bucharest, Romania, ISBN 978-973-718-741-3.

Rosu, S., Dragoi, G., Guran, M., Rosu, L., (2006), Knowledge management support to product desing process within CESICED platform, in the Academic Journal of Manufacturing Engineering, volume 4, number 1/2006, pp. 37-43, ISSN 1583-7904.

Pugh, Stuart (1993), Total design. Addison-Wesley, Reading, Massachusetts.