Abstract

Organizational knowledge is referred to as explicit knowledge (documented information) and tacit knowledge (implicit skills, know-how and experience). Capturing this tacit knowledge can present challenges. Curating it and making it usable for process planning, however, may reduce the cost of poor quality and improve the organization’s bottom line. That’s where knowledge management (KM) comes into play. KM involves building an infrastructure for identifying and documenting valuable knowledge, building knowledge repositories and data bases, encouraging knowledge sharing and collaboration, and applying the acquired knowledge to solve problems and make decisions.