Accomplishments

---

Exploring the Role of the Project Manager in Organizational Knowledge Creation

Oct 17, 2017  

 Journal of Knowledge Management (IJKM) Volume 13, Issue 3

ABSTRACT
This article explores and shows how a Project Manager interacts with the project team to facilitate the creation and sharing of new knowledge within project environment. Three types of data were collected from one pharmaceutical company. This article contributes to the current Knowledge Management literature by proposing a new structure for the knowledge creation process, an infinite loop enabling multiple paths rather than a single linear path process. The authors discuss practical implications as well as avenues for the future research.

Toward a New Understanding of the Project Manager as a Mixing Valve of Organizational Knowledge: A Case Study Approach

Mar 19, 2013  

Business Administration Dissertations

Abstract
In the areas of Project Management and Knowledge Management, past and current literature have included studies on the project and project team levels, but a specific focus on the role of the Project Manager in managing knowledge within the team has not yet been explored. In order to add to the discussion and close the gap, this research illustrates how knowledge is created within the project team environment, and the specific role the Project Manager plays in the process. By combining a modified model of Nonaka’s SECI Knowledge Creation Theory and the role of the Project Manager, this research shows how PM’s act as a “mixing valve” in the flow of knowledge in a dynamic, multi-directional, process within the project team environment. By developing this view, this research contributes to the knowledge management literature by describing a more dynamic SECI Model of knowledge creation than previously discussed. It contributes to the project management literature by applying the SECI process model of knowledge creation to the field of project management, and the specific actions of the Project Manager when acting within the project team environment. By outlining these actions, this research identifies possibilities for future research in measuring knowledge creation.

The Byron’s Authentic BBQ Company

Focused on the reduction of overtime and production line productivity, the project focused on improvements through the management process and shop floor controls. The controls include Daily Schedule Controls, Daily Operating Reports, and Downtime Reporting. These efforts resulted in the Supervisors spending more time on the shop floor and gaining more control over the production practices. 

Results: Average weekly savings over $13,000; and an overall 3.0 to 1.0 payback. Reduced FTE’s by 18.3 positions and improved productivity by 14%.

Rich Products of Canada 

Increasing production throughput, reducing lost time, and balancing personnel to production needs, was the focus of this project. The management process was enhanced and improved through the application of shop floor management controls, including Daily Schedule Controls, Daily Operating Reports, and Downtime Reporting. These efforts resulted in the Supervisors’ increased awareness of their operations. The increased awareness led to quicker problem identification and development and implementation of solutions.

Results: Reduced the required number of operators, and increased the labor efficiency by 100%. Annualized savings were in excess of $1.5 million.

Jon Donaire Desserts 

This project focused on improving production throughput in the packaging areas, and increasing the use of oven capacities. Through the application of our System Development steps, we analyzed the oven process and determined the required hourly run rates, per product code, required to maximize the capacity of the various ovens. Staff were trained in the use and application of the development steps. After establishing the standards for all areas, we developed various tools to be used to measure and track operations. 

Results: 15% increase in throughput, 30% increase in productivity, 20% reduction in overtime

GA Department of Community Health

This project focused on increasing the number of children receiving benefits and reducing the time between application and approval. Over the course of several Lean Kaizen events, teams of DCH Medicaid Assistance workers received Lean training, mapped their processes, and implemented the changes.

Results: 30% reduction in RSM denial rate due to non-response; 59% decrease in Medicaid/PCK eligibility decision; 52% reduction in time for applicants to make CMO Choice; 35% reduction in time from application to disposition.

GA Department of Human Resources 

Prior to focusing on the process of establishing child support cases, GA OCSS ranked near the bottom of all 50 states. This project used five separate Lean Kaizen events to improve processes and reduce the time for case establishment.

Results: Reduced processing time from 71 days to Same Day Service; reduced Customer Wait time by 98.6%; developed standard operating procedures; increased employee morale.

GA Department of Revenue

County Title Processing & Commercial Vehicles

Large backlogs of motor vehicle titles characterized the service provided by the GA DOR Motor Vehicles Division. This project used several Lean Kaizen events to focus on this critical customer service process. 

Results: Reduced processing time from 30 days to 5 days; reduced mail delivery time and rework; improved physical work flow.