A integração da gestão do conhecimento na gestão da qualidade: o papel da abordagem por processos
Resumo:
O presente trabalho sintetiza parte dos resultados de uma dissertação desenvolvida no âmbito do Mestrado em Gestão do Departamento de Economia, Gestão, Engenharia Industrial e Turismo da Universidade de Aveiro. Sendo um trabalho de investigação -ação enquadrado no acolhimento de um estágio numa empresa do setor da cerâmica, apresenta dois objetivos principais: 1) contribuir para melhorar a gestão do conhecimento do Departamento comercial da empresa (contributo prático); e 2) compreender qual o papel da abordagem por processos na gestão do conhecimento organizacional (contributo teórico).
Neste sentido, o trabalho seguiu uma metodologia qualitativa através do desenvolvimento de um estudo de caso estruturado nos modelos concetuais: Modelo SECI e Ciclo de vida BPM.
Ao nível da resolução do problema da empresa, foram modelados os processos-chave do Departamento Comercial, esperando-se a diminuição de ambiguidades e erros, diminuição do tempo necessário à integração de novos colaboradores, e a compreensão do papel de cada um no desenvolvimento de atividades com valor acrescentado para o cliente. No que respeita à compreensão do papel da gestão por processos na gestão conhecimento, concluiu-se que esta se apoia na identificação do conhecimento tácito, na captação do mesmo, no seu armazenamento estruturado transformando o conhecimento tácito em explícito, na distribuição do conhecimento e a sua aplicação ao nível operacional, levando à consolidação e à criação de novos conhecimentos.
Abstract:
This work synthesizes some results belongs to a Master Management Dissertation of the Department of Economics, Management, Industrial Engineering and Tourism (University of Aveiro). As action research within the scope of an internship in a ceramic company, it has two main objectives: 1) improving the knowledge management of the company’s commercial department (practical contribution); and 2) understanding the role of the process approach in organizational knowledge management (theoretical contribution). The work followed a qualitative methodology by developing a case study structured in conceptual models: SECI Model and Life Cycle BPM. As a result, the critical processes of the Commercial Department were modelled to reduce ambiguities and errors, reduce the time required for the integration of new employees, and better understand the role of each one in added value activities. Focusing on the role of process management in knowledge management, it was concluded that it promotes: the identification of tacit knowledge; captures knowledge, storages knowledge structured, transforms tacit knowledge into explicit knowledge, distributes knowledge and its application at the operational level, leading to the knowledge consolidation and the creation of new knowledge.
Nota: Artigo completo na Revista TMQ 14 /Full paper in TMQ 14 Journal
Inês Ribeiro Silva started her academic path with a degree in Languages and Business Affairs at University of Aveiro (2015-2018). She has finished her Master Degree in Management in 2021, also at University of Aveiro. While working on her thesis, she has enrolled in an internship in an industry from the ceramics sector, taking Sales Backoffice tasks. At the present moment, she is still working in the ceramics industry, on Business Development and Sales.”
Cláudia de Sousa e Silva has received a PhD from Department of Economics, Management, Industrial, Engineering and Tourism – University of Aveiro – Portugal. She is currently Invited Assistant Professor at Department of Economics, Management, Industrial, Engineering and Tourism – University of Aveiro Portugal and researcher at GOVCOPP. Her research interests are in quality management, project management and sustainability
Akdere, M. (2009). The Role of Knowledge Management in Quality Management Practices: Achieving Performance Excellence in Organizations, 11(3), 349–361. https://doi.org/10.1177/1523422309338575
Almuayqil, S., Atkins, A. S., Sharp, B., Almuayqil, S., Atkins, A. S., & Sharp, B. (2017). Application of the SECI Model Using Web Tools to Support Diabetes Self-Management and Education in the Kingdom of Saudi Arabia. Intelligent Information Management, 9(5), 156–176. https://doi.org/10.4236/IIM.2017.95008
Baker, G. R. (2011). The contribution of case study research to knowledge of how to improve quality of care. BMJ Quality & Safety, 20(Suppl 1), i30–i35. https://doi.org/10.1136/BMJQS.2010.046490
Corrêa, G. C. (2015). Definição e desenvolvimento de competências: um paradigma no processo estratégico. Estudos Do CEPE, 0(41), 103–116. https://doi.org/10.17058/CEPE.V0I41.6294
Cruz, C. P. (2017). Discover ISO 9001:2015 trough pratical examples. Zagreb, Croatia: Advisera Expert Solutions.
Dumas, M. (2013). Fundamentals of business process management (1st ed.). New York: Springer.
Indulska, M., Green, P., Recker, J., & Rosemann, M. (2009). Business Process Modeling: Perceived Benefits. In International Conference on Conceptual Modeling (Vol. 5829 LNCS, pp. 458–471). Berlin, Heidelberg: Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-04840-1_34
ISO. (2015). ISO 9001:2015 – Quality management systems — Requirements. Geneva, Switzerland: ISO.
Jashapara, A. (2004). Knowledge management: An integrated approach. Essex. England: Pearson Education.
Kalpic, B., & Bernus, P. (2002). Business process modelling in industry—the powerful tool in enterprise management. Computers in Industry, 47(3), 299–318. https://doi.org/10.1016/S0166-3615(01)00151-8
Mertins, K., Heisig, P., & Vorbeck, J. (2013). Knowledge management: concepts and best practices. Heidelberg, Germany: Springer Science & Business Media.
Nonaka, I. (1991). The Knowledge Creating Company. Harvard Business Review, 69, 96–104.
Nonaka, I., & Takeuchi, H. (1995). The knowledge-creating company: How Japanese companies create the dynamics of innovation. Oxford: Oxford university press.
Paschek, D., Ivascu, L., & Draghici, A. (2018). Knowledge management–the foundation for a successful business process management. Procedia-Social and Behavioral Sciences, 238, 182–191. https://doi.org/10.1016/j.sbspro.2018.03.022
Sharp, A., & McDermott, P. (2009). Workflow modeling: tools for process improvement and applications development. Norwood, USA: Artech House.
Silva, I. R. (2021). A gestão de processos do departamento comercial da empresa Mesa Ceramics. Universidade de Aveiro.
Skyrme, D. J. (1999). Knowledge Networking: Creating the Collaborative Enterprise. Oxford, England: Butterworth- Heinemann.
Swan, J., & Scarbrough, H. (1999). European Conference on Information Systems. In Knowledge Management-The Next Fad to Forget People? (pp. 668–678). Copenhagen. Retrieved from https://www.researchgate.net/publication/221408661
Uit Beijerse, R. P. (2000). Knowledge management in small and medium-sized companies: knowledge management for entrepreneurs Introduction[1]. Journal of Knowledge Management, 4(2), 162–179. Retrieved from http://www.emerald-library.com
Yin, R. K. (2015). Estudo de Caso: Planejamento e Métodos. Bookman editora.
Zairi, M. (1997). Business process management: a boundaryless approach to modern competitiveness. Business Process Management Journal, 3(1), 64–80.
Abordagem por processos, Gestão do Conhecimento, Gestão da Qualidade, Gestão de processos de negócio
Business Process Management, Knowledge Management, Process Approach, Quality Management.