Keywords: Indicator, knowledge management, production management, agricultural machine industry

Transcription

1 The Development of Indicators and Form of Management in Production Management Case Study: Agricultural Machine Industry in the Northeast of Thailand Suwit Thammasang and Kanisorn Poonikom Industrial Engineering Department, Faculty of Engineering, Ubon Ratchathani University Sathonmak Rd., Muang Sri Khi, Varinchamrap, Ubon Ratchathani, 34190, Thailand. Abstract The objective of this research is to develop indicator form and utility of the knowledge management form in agricultural machine industry production management in the northeast of Thailand. The operating method start from indicators development in the knowledge management by studying documents and research papers to collect the indicators, selected the indicators by using group decision technique, evaluated the indicators priority by using Analytic Hierarchy Process(AHP), selected the indicators by Pareto s principle then developed form of knowledge management in production management by distribute the questionnaires to 87 enterprises in the northeast and then developed the forms by apply to 5 enterprises. Research result found that the indicators development by using analytic hierarchy process could reduce the indicators which start from 70 indicators to be 13 indicators. The knowledge management form consist of 5 procedures of the suitable knowledge management in production management which are to set the knowledge that necessary to the organization, knowledge testing, to create to collect and knowledge storage, knowledge teaching and to apply the knowledge, result testing. Success factors in the knowledge management consist of vision and clear policy of executive, staff s communication skill, to set the knowledge management team, organization s suitable culture and staff s work teaching skill. The developed forms have main 4 parts which are 1) factor of success 2) knowledge management process 3) effective production management tools 4) the indicators. The trial result found that 5 enterprises before studying the form get average point 34.03% after studying get 70.93% which calculate to be development point 40.92%. Result evaluation of form s suitability and ability by 13 experts get suitability point 4.40 and ability point 4.31 from full score 5 which be in the most agree level. The knowledge management form in production management will meet the success, the executives of the enterprises have to specify clear vision and policy to promote, support and pushing include to create good atmosphere to manage the knowledge and reward to staff that pay attention to be success in knowledge management and include to set operated team and to specify clear duty and responsibility. Keywords: Indicator, knowledge management, production management, agricultural machine industry INTRODUCTION management is one of the tools to create and develop competence of competition, create more quality and efficiency of work which call effectiveness [1]. The good knowledge management will effect more higher potential of operation that yield the advantage in economic system. To bring knowledge management apply to small and medium enterprises(smes) is necessary to make the personnel to understand about principle and guidelines of knowledge management but SMEs are small organizations which hardly have the formal foundation to support personnel s learning. The majority of learning emphasize on informal learning [2]. In present day, SMEs are the important section that propels Thailand s economic. In 2011, found that number of SMEs all over country is million enterprises which are 99.8% of all enterprises over the country and employment is 78% of all employment over the country. To develop a man according to national economic and social development plan No.11 [3] emphasize on bringing the knowledge which already have, make it useful and support to man to make the continuous learning. The sustainability of country s economic development must hasten to adjust economic structure to make it balance and lasting. Researchers interest in agricultural machine industry SMEs in the northeast of Thailand because in the northeast there has the most agricultural holders 2.8 million which be 46.5% of all of agricultural holders in Thailand and has the most agricultural holder area which is 53.5 million rais which be 46.7% of all of agricultural holder area in Thailand and also has agricultural machine industry SMEs 703 enterprises [4] which is the highest number compare with all regions in Thailand. The information of agricultural holders and agricultural holder area show as figure 1, consequent Thailand is the agricultural country. The agriculturist tend to use more agricultural machine such as use machine to plow instead the cattle, harvest machine instead man to reduce time but important problem of agricultural machine industry is the products have low quality and poor production which make less confidence and high cost of production and if being in condition of international free trade agreement, agricultural machine industry will has lesser potential and may confront with problems in the future. Industry Economic, Ministry of Industry[5]. Thammasang [6] had studied the studying of relation between knowledge management operation and agricultural machine industry. The results showed that small agricultural machine industry do not have clear knowledge management system. There is a work teaching but informal which effect the agricultural machine industry develop slowly. As state above, to apply knowledge management in production management to the agricultural machine industry will help to achieve goal of quality and efficiency of production management by let the personnel understand about principle and guidelines of knowledge management could apply with 10912

2 efficiency. However, mostly agricultural machine industries are small organizations, majority of learning teach by mouth to mouth which does not has formal learning structure, even more, the small organizations do not concern about self-development. In present day, a lot of scholars have studied about knowledge management such as Zhao[7] studied basic form of knowledge management in China s enterprises, Oztenel[8] studied form of knowledge management strategy in form of Enterprise Management Model (EKMM), Lin[9] studied level of knowledge management in the factory in Taiwan, Limonge[10] proposed form of knowledge management to The Brazilian Aerospace Technology Center, Reich, Gemino and Sauer[11] studied knowledge management in form of project, Duangchan[12] studied form of knowledge management for increasing effectiveness of operation in organization, Sirirak[13] studied to use PBL in SMEs s case study : Sirirak noodle factory, Jampafeung[14] studied knowledge management of SMEs which be the member of Industry Council of Mahasarakram province, Sappakitbumroong[15] studied knowledge management case study: prefabricated part producer, Malison [16] studied influence of knowledge management that effect to personnel s working satisfaction in SMEs business. Obviously, the scholars had studied knowledge management in various issues but researchers found that they had not studied the integration of knowledge management to the indicators which influence to the knowledge management. Hence, the researchers foresee the important of enterprise and personnel development to get efficiency of production management. Researchers have the idea to developed the indicators and form of knowledge management in production management to increase the production efficiency of the enterprises. case study: agricultural machine industry in the northeast region. The indicators will make the form complete and can apply with efficiency to help the organization keep and increase new competition level that effect overall growth of agricultural machine industry. Figure 1: Number of holdings and Area of holdings by Region OBJECTIVES 1. To develop knowledge management indicators in production management of agricultural machine industry in the northeast. 2. To develop knowledge management form in production management of agricultural machine industry in the northeast. 3. To evaluate knowledge management form in production management of agricultural machine industry in the northeast consist of 3.1 Learning result of the learner. 3.2 Suitability and utility of the form. SCOPE Research operating, Title "The development of indicators and forms of knowledge management in production management case study: agricultural machine industry in the northeast of Thailand, has the operating scope as follow. 1. The population, consist of agricultural machine industry in the northeast 17 provinces total amount 703 enterprises and each enterprise has staff persons. 2. Sample group which use to collect data is the agricultural machine industry companies that not lower than 85 companies. Collecting data from company s executive or 10913

3 production manager or production department chief 1 person per company. 3. The expert, to group the indicators and to evaluate weight of indicators, from industry promotion center region 4,5,6 and 7 amount 12 persons. 4. The expert, to evaluate form suitability and utility, from industry promotion center 5 persons, enterprises 5 persons and scholars 3 persons total 13 persons. 5. The sample groups which use to try the form are the agricultural machine industry companies amount 5 companies by trying to production manager, production department chief and production operator amount 2 persons per company, total 10 persons. LITERATURE REVIEW Podgorski[17] researched the efficiency measurement of Occupational safety and health management systems (OSH MSs) operation by using Analytic Hierarchy Process (AHP) to make priority of operation efficiency indicator to understand the efficiency increasing. The objective of this paper is to demonstrate the application of the AHP method for the selection of leading KPIs for measuring OSH MS operational performance. The proposed set of KPIs should help to specify conditions of an enterprise, such as the size, industry sector, types of occurring hazards, or the maturity of OSH management processes. The result get the indicators priority to evaluate the operation of OSH MSs. Sekhar, Patwardhan and Vyas[18] researched the priority of wisdom cost of SMEs s viewpoint by using Analytic Hierarchy Process (AHP) The papers aims to develop a framework that prioritizes potential alternatives and suggest a critical indicators of intellectual capital. By using Analytic Hierarchy Process (AHP) could specify weight of the indicators and purchasing technique and could point out strength and weakness of the indicators which could help SMEs's manager to apply research's result to be the best base of decision making to investment. Phongwarin[19] researched application of Analytic Hierarchy Process (AHP) to evaluate subcontractor s competency case study: subcontractor s hard disk drive part plating. The objectives of this research are to design the model of performance evaluation with multiple attributes consideration of plating part subcontractor by applying the Analytic Hierarchy Process (AHP). There are 3 main criteria for designing the performance evaluation model; quality, delivery and flexibility. The subcontractor B has the highest score and is selected for service in 2nd quarter of The value of defect has been decreased from 285, to 254, baht/month or decreasing 31, baht/month (-11.06%). In additional the yield has been increased from 98.15% to 98.23% permonth (+0.08% per month). Patil and Kant[20] researched a fuzzy AHP-TOPSIS framework for ranking the solutions of knowledge management adoption in supply chain to overcome its barriers. The objective is to identify and to priority the solutions of Management (KM) adoption in Supply Chain (SC) to overcome its barriers. To priority by using Analytic Hierarchy Process (AHP) to solve the problem of knowledge management acceptance that effect to make the right decision and increase work's efficiency. From studying the research paper relate to the priority will see that Analytic Hierarchy Process (AHP) suit for using to priority of knowledge management indicators because it is a process which has one way order structure start from top to bottom so it is suit for priority. Tuamsuk, Phabu, and Vongprasert, [21] researched The Management Model of Community Business : Thai OTOP Champions. The objective is to investigate the knowledge management practices of selected five-star OTOP businesses in Thailand and identifying the knowledge management factors that affect the success of their businesses. The proceed separate in 3 procedures 1) study the knowledge management of OTOP group business engagement. 2) Data analysis and synthesis. 3) The knowledge management form development of OTOP group business engagement. The result found that knowledge management of OTOP group business engagement will reach the success must have main factors such as organization leader s concept, culture, staff and knowledge eagerness. Sinthong[2] researched the knowledge management forms for development in production process of SMEs. By analyzing the relation of knowledge management operation and efficiency increasing tools by using statistical chi square testing (Chi 2 Square: ) and set the hypothesis relation then analyze factors of success by finding the mean ( x ). The result showed that knowledge management in production process does not clear and continue. The knowledge management form consist of 8 parts such as knowledge identify, knowledge creation and collection, knowledge storage, knowledge teaching, learning, routine operation and increasing productivity tool, success factor in knowledge management and result. Zhao[6] researched Enterprise Management Model Base on China s practice and case study. Studying and analysis the circumstances of knowledge management of China's organizations by launch the questionnaire about knowledge management procedures acknowledgement found that knowledge management administration in China's organizations still being in in the started point so it be the important thing to create general forms of knowledge management for China's state enterprises. The results showed the forms consist of development, knowledge collection, knowledge storage, knowledge exchange, knowledge transferring, application of knowledge and knowledge innovation. The circle must consist of culture, management and technology principle. Limonge[9] researched The Proposal of Management Model for Launch Operations at the Brazilian Aerospace Technology Center: The case of the interface launch group. The knowledge management forms will find method to solve problem firstly. KM-PSP form is to identify and knowledge competency measurement, find knowledge from Tacit knowledge and Explicit knowledge, specify interested knowledge and occurred problem, select technology to solve the problems, method development then find the result and go on knowledge management process development. From studying the researches which relate to the development of knowledge management forms found that the development of knowledge management forms, the researchers, will use the related literature review method, examination the knowledge management procedures by interviewing and questionnaire in 10914

4 the aspect of knowledge management acknowledgement of the enterprises, analyze and synthesize knowledge management process, analysis the relation of knowledge management operation, analysis the factors that effect to knowledge management, analysis the tools to increase the efficiency which suitable with production management and then to develop the forms of knowledge management. METHODS This research focus on the indicators and forms of knowledge management to get the indicators and forms which suitable with agricultural machine industry. The detail of operating procedures show as figure 2. From figure 2, operating procedures divide to 2 parts which are Management Indicators Analysis Process and Management Form Development Process as the method as follow. 1. Management Indicators Analysis Process 1.1 To study related documents and research papers to collect the indicators which search from magazines, dissertations and related research of the organizations or agencies that specify knowledge management indicators. Moreover, the indicators weight specification also study to use to reduction and to priority the indicators. 1.2 To synthesis knowledge management indicators by using Nominal Group Technique (NGT) as the criteria of Scottish Qualifications Authority,[22] which state that suitable and adequate sample groups the reliability will occur. For evaluation should have at least 12 experts the tolerance will stable. To synthesis the indicators, the experts from scholars that lecture concern with agricultural machine industry 6 persons and government officers that have knowledge about production management in agricultural machine industry from Industry Promotion Center region 4,5 and 7 amount 6 persons, total 12 persons. The synthesis method is the researchers summary the indicators that effect to knowledge management then the experts vote to specify primary indicators, grouping main and secondary criteria and specify indicators each criteria. 1.3 The knowledge management indicators priority evaluation by using Analytic Hierarchy Process (AHP) paring wise comparison by requesting comments from 12 experts. The questionnaires consist of many parts such as 1) objective of questionnaire 2) priority weight data filling instruction 3) factors significant comparison table which in Table 1 as given below. Table 1: Significant level point of Analytic Hierarchy Process Level of Significant Point Weight Equal 1 Equal to Average 2 Average 3 Average to More than Average 4 More than Average 5 More than Average to More 6 More 7 More to Most 8 Most 9 Take the evaluated result to analyze by Expert Choice Software to find significant weight of each factor and to find inconsistency ratio of each person if value not over 0.10 regard as decision is acceptable[23]. Select the indicators by Pareto principle. Take the indicator weight time by secondary and main criteria weight then sort out in descending order. Calculate the accumulated priority weight to build Pareto chart by Minitab program and analyze priority indicators by Pareto s principle The most important thing has value about 80% of all value and not important thing has value about 20% of all value. This principle calls principle[24]. Figure 2: Operating procedures Figure 2: Operating procedures 10915

5 2. Management Form Development Process 2.1 Study the documents, research papers and literatures which relate to knowledge management process. 2.2 Synthesis the documents, research papers and literatures which relate to knowledge management process by collecting knowledge management process from related documents, research papers and literatures then synthesis knowledge management process with grouping technique. 2.3 Study the knowledge management in production management. Collecting data by creating the questionnaire that cover present condition of knowledge management, level of demand to use knowledge of production management efficiency increasing tool, success factors of knowledge management, suggestion include semistructure interview form. The population and sample group that use to collect population data in this research consist of agricultural machine industry in northeast region amount 703 enterprises which have amount of staff persons. Calculation to find sample group size, apply the formula (Equation). 2 2 NZ n (1) NE N n = sample size N = amount of population Z = confident value at 95%, open table Z get 1.96 E = error value acceptable not over 5%, this research use 5% scale 5-1 maximum value is 5 minimum value is 1 5x(5-1) E = Sigma square = the variance of population when data collecting is Ratting Scale 1-5 Sigma = 1 because the questionnaire responder give the point differ from the average not over 1 point x n 703x n = 85 samples 2.4 Analysis present state of knowledge management with chisquare statistic testing, analysis demand of efficiency increasing tool in production management and analysis factors of success by using description statistic such as mean. 2.5 To develop the knowledge management in production management, take synthesis result, demand of efficiency increasing tool and success factors to be the guidelines to develop. 2.6 Apply the knowledge management form to agricultural machine industry amount 5 enterprises, 10 executives and estimate the learning development point of learners which Kanjanawasi [25] had proposed formula and calculation method as below. (Y-X) s = x100 (F-X) S = learning development point x = previous testing point Y = latest testing point F = full score (2) 2.7 Evaluate the suitability and utility of knowledge management by the experts from Industry Promotion Center 5 persons, enterprises 5 persons and scholars 3 persons, total 13 persons. RESULT OF IMPLEMENT 1. The Result of Indicators Development 1.1 Extract the indicators from documents and related researches, obtain 70 indicators. 1.2 The indicators synthesis result by using group decision technique divide the criteria of indicators to 3 categories consist of import factor, knowledge management process and result factor note as A, B, C respectively. Each category get the amount of secondary criteria and indicators as table 2. Table 2: Amount of Main Criteria, Secondary Criteria and Indicators Main Criteria Secondary Criteria Indicators A: Import Factor 5 11 B: Management Process 4 12 C: Result factor Result of the indicators priority to knowledge management by using Analytic Hierarchy Process (AHP) with Expert Choice Program get the weight of main criteria, secondary criteria and indicators which show significant weight specification structure of the indicators. The significant weight specification of main criteria show that the experts weight on knowledge management process (0.673), import factor (0.258) and result factor (0.105) respectively as Figure 3. Inconsistency Ration = 0.04 Figure 3: Weight of Main Criteria Analysis the secondary criteria in the import factor category found that the most significance is knowledge personnel get score 0.513, vision 0.33, knowledge management team 0.261, organization's culture 0.129, technology and learning respectively as Figure 4. Inconsistency Ration = 0.05 Figure 4: Weights of the Secondary Criteria in the Import Factor Category 10916

6 Analysis the secondary criteria in the knowledge management process category found that the most significance is knowledge creation process get score 0.522, learning exchange 0.232, knowledge storage 0.137,environment knowledge management and corporate social responsibility respectively as Figure 5. Inconsistency Ration = 0.04 Figure 5: Weights of the Secondary Criteria in the Management Process Category Analysis the secondary criteria in the result factor category found that the most significance is finance get score 0.502, customer 0.271, product 0.081, production knowledge and production skill respectively as Figure 6. Inconsistency Ration = 0.04 Figure 6: Weights of the Secondary Criteria in the Result Factor Category From weight comparison of main and secondary criteria summary the significant weight as table 3. Table 3: Priority Weight of Primary and Secondary Criteria by Analytical Hierarchy process Primary Criteria A: Import Factor (0.258) B: Management Process (0.637) C: Result Factor (0.105) Secondary Criteria A1 Personnel (0.513) A2 Management Team (0.261) A3 Vision (0.033) A4 Organization s Culture (0.129) A5 Technology and Learning (0.063) B1 Creation Process (0.522) B2 Storage (0.137) B3 Exchange (0.232) B4 Management Environment and Social Responsibility (0.109) C1 Production (0.075) C2 Production Skill (0.071) C3 Production (0.081) C4 Finance (0.502) C5 Customer (0.271) Set the meeting of experts to evaluate the significant weight of the indicators in each secondary criteria category by using the same method that use to evaluate weight of main and secondary criteria. All of the indicators weight significant which will priority the indicators by take the indicator weight time by the weight of main and secondary criteria then to priority the indicators and use the Pareto's principle to select the significant indicator as table 4. No. Table 4: The priority of the indicators Indicators for Competency Weight Weight on Priority (%) Cumulative Weight on Priority (%) 1 B A A B A B B B C A A A C B A B C A A B B C B C C C C A A C C C C B B Total From table 4, take the accumulated significant weight to create Pareto chart by MINITAB Version16 program as Figure

7 Figure 7: Indicators analysis by Pareto chart From Pareto chart, analysis with the 80% - 20% principle, the significant knowledge management indicators are the indicators No then take these indicators to create knowledge management form in production management. 2. The Result of Management Form Development in Production Management. 2.1 The result of studying the documents and researches show as table 5. From studying the researches which relate to the knowledge management process as table 5 found that the knowledge management process generally will have 6-7 procedures approximately which have main procedures for example are knowledge searching, creating and collecting, storage, learning exchange, knowledge application and result testing. The knowledge management process as state before will be used to be the information to synthesis in the next procedure. 2.2 The result of knowledge management process synthesis by using group decision technique show as Figure 8. The results of synthesis obtain knowledge management process as below. Table 5: The result of Management Process By using group decision technique, could divide to 7 subgroups as figure 8. consist of Group 1 Searching, Identify, Wanted Searching Group 2 Checking and Issue Group 3 Creation, Creation and Collection, Creation and Searching Group 4 Storage, Systematic Management Group 5 Usage, Application, Diffusion, Accession Group 6 Broadcasting, Learning Exchange, Sharing and Exchange Group 7 Follow up and checking, Result Testing, Learning, Testing and Evaluation From synthesis the Management process which suitable with agricultural machine industry could set to 5 procedures which are 1) Organization Necessary Specification. 2) Testing in Organization. 3) Creation, Collection and Storage. 4) Teaching and Application. 5) Result Testing. 2.3 Result of agricultural machine industry knowledge management in production management studying. 1) The agricultural machine industry divides to 2 sizes which are small and medium. From Pearson Chi-Square analysis, the small agricultural machine industry gets P- Value which more than 0.05 so accept the hypothesis H๐ and negate H1. The conclusion is the small agricultural machine industry does not have knowledge management, knowledge creation, knowledge storage and systematic work teaching. The medium agricultural machine industry get P-Value which less than 0.05 so negate H๐ and accept H1. The conclusion is the medium agricultural machine industry has knowledge management, knowledge creation, knowledge storage and systematic work teaching with statistical significance at level Scholar Thailand Productivity Institute Boondee Boonyakij Egbu, Hari,and Ranukappa Somchai Prasertchai Wijarn Panich Noppasit Chakpitak Procedure Identify Searching Identify Creation Necessary Specification Checking and Issue Creation and Searching Creation and Searching Creation and Collection Storage Wanted Searching Idea Frame Creation Systematic Management Systematic Management Rectification Rectification Modification Analysis and Synthesis Evaluation Evaluation and Rectification Storage Diffusion Application Information Technology Creation Accession Accession Broadcasting Usage Learning Exchange Activity Sharing Sharing Application Follow up and Checking Recording Testing and Evaluation Learning Learning Result Testing 10918

8 Figure 8. The knowledge management process 10919

9 2) The agricultural machine demand the tool to increase the efficiency in production management which are No.1-5 consist of standard computer design, jig and Fixture design, Quality Control Circle (QCC), LEAN production system and Plant design which get average level 4.45, 4.40, 3.93, 3.86 and 3.67 respectively at full score 5. 3) The success factors of the significant knowledge management consist of executive's vision, staff's communication skill and team work, knowledge management team setting, organization's culture creation that suitable for knowledge management, staff's teaching skill, knowledge management evaluation system, staff's learning promotion, knowledge exchange promotion and infrastructure setting which get average level 4.28, 4.23, 4.16, 3.98, 3.79, 3.72, 3.60, 3.52 and 3.47 respectively at full score The result of knowledge management form development in production management, take the knowledge management success factors that get score top 5to be main factor and allocating to be at base of the form. Take the knowledge management process allocate to be at center of the form and take the indicators allocate to be at the top and the right side of the form will obtain the form as Figure 9. The forms will consist of Efficiency Increasing Tools, Indicators, Factor, Management Process which have operating procedures as follow. 1) The enterprise's executives have to follow the Management Process as below. 1.1 The enterprises have to specify the organization's main knowledge which consist of Standard computer design, Jig and Fixture design, Quality Control Circle (QCC), LEAN production system and Plant design. 1.2 The enterprises have to test the knowledge in issues Standard computer design, Jig and Fixture design, Quality Control Circle (QCC), LEAN production system and Plant design. 1.3 Creating knowledge form text books, magazines, professors and etc to collect the knowledge and storage. 1.4 Teaching by training and apply the knowledge to work. 1.5 Evaluating the result by Balanced Scorecard (BSC) system. 2) The enterprises have to create factors of success which consist of Executive's Vision, Staff's Communication Skill, Management Team Setup, Suitable Organization's Culture, Staff's Coaching Skill. 3) After the enterprises operate follow procedures 1) and 2) they have to evaluate by using these indicators. 3.1 Organization Setup learning two times a year. 3.2 Specific of Personal Over 70 % 3.3 Vision of Personal 3.4 Organization has Systematic Management 3.5 Management Team 3.6 Organization Support Building and Location. 3.7 Organization Setup training, technical production of 2 times / year. 3.8 Organization Setup a Contest Best Practices.1 time / year 3.9 Production Cost Decrees More than Past 3 year Management Good Attitude of Personal more than 80 percent Organization Supports the Coordination Between Departments Organization Specify Operation Plan Customer Satisfy the Organization. 4) When the enterprise's executives bring forms of knowledge management in production management for agricultural machine industry to apply with the organizations, it will effect to the enterprises to get better in the quality and achievement, get more staff's efficiency, the development of organization's base knowledge advance to be the organization of knowledge that could increase production efficiency of agricultural machine industry. 2.5 The result of trial the knowledge management in production management to 5 enterprises of the agricultural machine industry found that the trial's result before studying get the average 34.03% and after studying get 70.93%. Calculate the learning development score from the equation 2 as below. Hence, after the form learning, the executives get more development 40.92%. 2.6 The result of suitability and utility of the form, the experts evaluate suitability at average score 4.40 which be in the most agree level and utility at average score 4.31 which be in the most agree level too. CONCLUSION The researchers would like to conclude the operation method as follow. 1. The development of the indicators by using group decision technique could separate main criteria indicators to be 3 groups consist of import factors, knowledge management process and product indicators that get totally 35 indicators. Then priority by principle of Pareto found that the most 80% significant indicators get amount 13 indicators. 2. The synthesis of knowledge management process get suitable process which are to specify main knowledge that necessary to the organization, knowledge testing in the organization, creating collecting and to storage the knowledge, knowledge teaching, knowledge application and result evaluating. 3. State of knowledge management in production management of agricultural machine industry. 3.1 The agricultural machine industry could divide to 2 sizes which are medium and small. The small agricultural machine industry use basic tools to 10920

10 increase the efficiency at very low level and there are many tools that they do not know. The medium agricultural machine industry use basic tools to increase the efficiency at high level but the advance tools still using in low level. 3.2 The important factors which will make knowledge management in production management to be success are Executive's Vision, Staff 's Communication Skill, Management Team Setup, Suitable Organization's Culture, Staff's Coaching Skill. 3.3 The relation between knowledge management and agricultural machine industry. The small agricultural machine industry get P-Value which more than 0.05 imply that no relation with knowledge management significantly at statistical level The medium agricultural machine industry get P-Value which less than 0.05 imply that have the relation with knowledge management significantly at statistical level The agricultural machine industry have requirement to use tools to increase the efficiency in production management which are Standard computer design, Jig and Fixture design, Quality Control Circle (QCC), LEAN production system and Plant design. 4. The knowledge management forms in production management of agricultural machine industry consist of 4 main parts which are 1) indicators 2) knowledge management process 3) tools that use to increase the efficiency of the production management 4) factors of success. 5. The result of the trial to use knowledge management forms in production management found that factory's executives have knowledge management increase up to 40.92%. The result of evaluation and utility found that the experts assessed suitability of knowledge management forms at average score 4.4 and utility of knowledge management forms at average score 4.31 which both be in the most agree level. Figure 9: Form of knowledge management in production management for agricultural machine industry 10921

11 REFERENCE [1] W. Panich. Management for The Practitioner. Management and Development Journal. 2011; 2(3), [2] S. Sinthong. 2012, Management Form Development in Production Process of SMEs, Doctor of Business Administration Dissertation. King Mongkut's University of Technology North Bangkok, Bangkok, Thailand. [3] Office of The National Economic and Social Development Board. The Eleventh National Economic and Social Development Plan( ), Prime Minister's Office, Bangkok, [4] National Statistical Office Ministry of Information and Communication Technology. Preliminary Report 2013 Agricultural Census. Bangkok Block Ltd.,Part. Bangkok, [5] The Office of Industrial Economics. Agricultural Machine Industry, Ministry of Industry press, Bangkok, 2011 [6] S. Thamsang. The study of Relation Between Management Operation and Production Management Tool of The Agricultural Machine Industry. OR NET Proceeding. 2014, p [7] J. Zhao. Enterprise knowledge management model based on China s practice and case study. Computers in Human Behavior Journal. 2012; 2, [8] E. Oztemel. Enterprise Management Model (EKMM) in strategic Enterprise resource Management (SERM). Sakraya University Turkey. Procedia - Social and Behavioral Sciences. 2011; 24, [9] C. Lin. An Industry Level Management Model a Study of information related Industry in Taiwan. Information & Management International Journal. 2007; 44, [10] W. Limonge. Proposalof a Management Model for Launch Operations at the Brazilian Aerospace Technology Center: The case of the interface Launch Group. PICMET 2009 Proceeding. 2009, p.2 6. [11] BH. Reich, A Gemino and C Sauer. management and project-based knowledge in it projects: A model and preliminary empirical results. International Journal of Project Management. 2012; 30(6), [12] S. Duangchan. 2007, The Management Form to Increase Effectiveness in The Organization, Master of Science Dissertation. Suan Dusit Rajabhat University, Bangkok, Thailand. [13] A.Sirirak. 2010, The Application of PBL in SMEs s Case Study: Sirirak Noodle Factory. Master of Business Administration Dissertation. Ramkhamhang University, Bangkok, Thailand. [14] P. Jampafeung. 2006, Management of SMEs Which be The Member of Industry Council of Mahasarakram Province, Master of Business Administration Dissertation. Mahasarakram University,Mahasarakram, Thailand. [15] C. Sappakijbumroong. 2007, Management Case Study: Concrete Part Prefabricate Producer, Ph.D. Dissertation. King Mongkut's University of Technology North Bangkok, Bangkok, Thailand. [16] K. Malison. 2009, The Influence of The Management to Staff's Work Satisfaction in SMEs Business, Master of Science Dissertation. National Institute of Development Administration, Bangkok, Thailand. [17] D. Podgorski. Measuring operational performance of OSH management system A demonstration of AHPbased selection of leading key performance indicators. Journal of Safety Science. 2015; 73, [18] C. Sekhar, M Patwardhan and V Vyas. A Delphi- AHP-TOPSIS Based Framework for the Prioritization of Intellectual Capital Indicators: A SMEs Perspective. Procedia - Social and Behavioral Sciences. 2015; 189, [19] P. Phongwarin. 2009, Analytic Hierarchy Process(AHP) Application to Evaluate Competency of Subcontractor Case Study: Hard Disk Drive Part Plating Subcontractor, Master of Engineering Dissertation. King Mongkut's University of Technology North Bangkok, Bangkok, Thailand. [20] SK. Patil and R Kant. Fuzzy AHP-TOPSIS framework for ranking the solutions of Management adoption in Supply Chain to overcome its barriers. Journal of Expert Systems with Applications. 2014; 2, [21] Tuamsuk, K., Phabu, T., and Vongprasert, C., management model of community business: Thai OTOP Champi-ons. Journal of Management.; 17, [22] Scottish Qualifications Authority. Guide to Assessment and Quality Assurance for Employers and Training Providers, Hanover House, Delkeith Midlothian, [23] V. Tunsirimongkol, AHP: The Most Popular Decision Process in the World, Graphic and Printing Center, Bangkok, 2013, p [24] K. Ploypanichjaroen. Principle of Quality Control, 4th ed, T.P.A. Press, Bangkok, p [25] S. Kanjanawasi. Measurement and Evaluation the Competency of Thinking. Thought Journal. 2001; 13(1),