KNOWLEDGE MAPPING IN THAI WEAVING INDUSTRY

Transcription

1 KNOWLEDGE MAPPING IN THAI WEAVING INDUSTRY Anyanitha Ditanont College of Innovation, Thammaat Univerity, Thailand Abtract: Knowledge i a valuable aet to any organiation epecially, the organiation which depend heavily on the utilization of the profeional knowledge (tacit and explicit) of it employee. Capturing and repreenting knowledge are one of the mot important tak to collect and organie knowledge in order to gain the utainable competitive advantage. Therefore, thi paper aim to capture and repreent knowledge in Thai weaving indutry. The methodology ue a knowledge map a a tool to capture and repreent knowledge. A cae tudy of weaving manufacturing in the ocial enterprie in Thailand i provided. The reult from thi reearch are epecially important for the weaving indutry in Thailand ince weaving i one of the oldet tradition in Thailand and ha been an important part of Thai culture. Knowledge mapping i a a tarting point to help the weaving indutry keep a valuable knowledge and plan for tranferring knowledge from older generation to other. Keyword: knowledge mapping, knowledge capture, weaving indutry, ocial enterprie 355

2 1. INTRODUCTION Textile i Thai handicraft that ha the major role in the hitory of Thai ociety. All along, Thai textile indutry ha been continuouly and actively developed. A uch, nowaday the textile product made in the country i very well known for it high and truly neat quality (Thailand Textile Intitute, 2012). According to the information from Thailand Textile Intitute (2012), Thai textile indutry and clothing i conidered very important for the overall economy of Thailand. A can be een from GDP, Thai textile i ranked the fourth preceded by food and beverage, operational machine, and automobile, repectively. Thi proportion i a 245 thouand million Baht or a 2.2% of GDP. Currently, there are approximately 163,827 textile and clothing buine owner around the country. Of the entire number, 163,500 (99.8%) can be conidered at the level of SME. With uch indutry ize, it lead to the employment rate of 666,092 employee (66.6%) in the country. However, thi high employability rate could raie only 31.2 added value to the country (The Thailand Reearch Fund, 2011). A can be noticed, the important action for thi ituation i to trengthen the potential of SME buine to be able to create more added value, more effective work, and more innovative product in order to maintain their utainable competitive advantage (Little et al., 1987). It i uggeted that the next tep for the development of Thai textile indutry i to develop local textile for more innovative. Thi hould be tarted from the level of natural fabric material uch a ilk and cotton (Thailand Textile Intitute, 2012). In addition, the unique way of local weaving hould alo continuouly been improved o that it can be table and repone to the need of the cutomer. Neverthele, the information regarding the export level of the country in the pat two year indicate that the exporting rate of Thai textile ha reduced for more than three hundred thouand million Baht (Thailand Textile Intitute, 2012). Thi implie that Thailand textile indutry i now loing it competitive capability which can be caued by everal factor; for example, the lower cot of the competitive countrie uch a the wage in China, or the production factor uch a the quality and ability in producing textile of Thailand itelf. In any cae, thee are the riky factor threatening the growth of textile indutry of the country. Therefore, in order to build up and maintain the competitive advantage in long term period, it i needed for textile indutry to focu on the product deign and production a accurate to the demand of the market at bet (The Department of International Trade Promotion, 2014). However, to achieve uch goal, the main difficulty that textile buine cannot avoid i to eek for and maintain the knowledgeable worker a eential. Thi problem i even more obviou in the textile buine at the level a SME and SE (Social Enterprie) becaue of the high turnover rate hown. In other word, when the labor have more advance technical kill, they tend to move to work in the other companie that offer them the higher wage. What i followed i the lot of that advance technical kill and all knowledge from the origin company. A can be een, the mot crucial olution i to create the effective knowledge management in the company o that all kill and knowledge born in the company can be kept and ready for the competition afterward (Blemenburg et al, 2009). A reult, the knowledge capture of local Thai weaving i needed ince Thai weaving come from indigenou knowledge that ha been collected and tranferred from generation to generation. However, at the preent, pecialit in Thai weaving who poe knowledge, kill and experience for weaving are the older generation and local Thai weaving i lowly diappearing in the modern world. Therefore, thi reearch i aimed to capture knowledge related to local Thai weaving proce by uing knowledge mapping a a tool in order to eaily keep and tranfer thee value weaving knowledge from older generation to younger generation a well a to keep the utainable competitive advantage of Thai weaving indutry. 2. RESEARCH METHODOLOGY The reearch wa conducted a a cae tudy: knowledge mapping of Thai weaving proce in a ocial enterprie. The main data collection method i interview. More detailed reearch proce i preented in Figure

3 Figure 1: Reearch proce 3. KNOWLEDGEE MAPPING et al., (1999) p Speel i rm Udomwuttikul (2012) (Wexler, 2001) 2006) (Chan & Liebowitz, 2006; Suyeon et al., 2003) (Chan & Liebowitz, Numerou theoretical and conceptual framework have been propoed on knowledge mapping proce. Ebener et al., (2006) tate that knowledge mapping include the following proce: 1) knowledge gatheringg (i.e. urvey) 2) knowledge management (tarted by knowledge producing), 3) knowledge torage (in form of databae for knowledge mapping) 4) information proce (knowledge aembly analyi) and 5) knowledge viualizing (knowledge map production). Suyeon et al., (2003) preent the ix tep of knowledge mapping: 1) defining organization knowledge, 2) proce map analyi, 3) knowledge extraction, 4) knowledge profile, 5) knowledge linking and 6) knowledge map validation. In thi reearch, the knowledgee mapping can be claified into four phae: 1) defining working/ buine proce, 2) defining the core knowledge and 3) extracting and profiling knowledge (Figure 2). Figure 2: Knowledge mapping proce 1.Defining working/ buine proce 2. Defining the core knowledge 3. Extracting and profiling knowledge 357

4 4. RESULTS AND DISCUSSION weaving c weaving factory naging and tranferring utainable competitive advantage. Defining buine proce factory order to c enhance job performance and maintain the The finding from reviewing the work intruction a found that the weaving proce can be grouped into three phae: 1) product development phae, 2) pre- production phae and 3) production phae (Figure 3). Figure 3: The weaving proce from documentation While, the reult from obervation and conducting the in-depth interview and tafff found that the weaving proce conit of four tage: 1) ale and marketing phae, 2) product development phae, 3) pre-production phae and 4) production phae (Figure 4). 358

5 Figure 4:: The weaving g proce from m obervation and a interview In thi pa aper, the weaving proce from obe ervation and interview i elected to tudy. Defining g the core kno owledge four the we eaving proce e 5) ro Figure 5:: Core knowledge identificattion of the wea aving proce 359 (Figure

6 Extracting and profiling knowledge After the core knowledge of the weaving proce can be identified, the knowledge profile i created. In thi reearch, the knowledge profile can be grouped into five categoried: 1) knowledge ID, 2) owner of the knowledge (department), 3) type of knowledge, 4) title of the core knowledge and 5) brief decription. The company can ee the whole picture of knowledge from knowledge map and tranferring knowledge between individual taff can be done ytematically and effectively. The ample of knowledge profile of the weaving proce are a follow (Figure 6 and 7): Figure 6: Knowledge profile of ale and marketing tage Knowledge ID Owner (Department) Type of knowledge Title of core knowledge Brief decription KSM-01 Sale and Marketing Tacit Sale planning Developing a imple ale plan by identifying what, when, where and how to ell. Figure 7: Knowledge profile of pre-production tage Knowledge ID Owner (Department) Type of knowledge Title of core knowledge Brief decription KPre-03 Pre-Production Explicit Raw Material Withdrawal Fill the information in the Raw Material Withdrawal form and end it to the head of pre-production phae to check. 5. CONCLUSION The purpoe of thi reearch aimed to capture and repreent the core knowledge of the weaving proce in the ocial enterprie in Thailand by uing knowledge mapping a a tool. According to the finding, knowledge mapping in the context of the weaving proce conit of three tage: 1) defining buine proce, 2) defining the core proce, and 3) extracting and profiling knowledge. The reult from thi reearch are epecially important for the weaving indutry in Thailand ince weaving i one of the oldet tradition in Thailand and ha been an important part of Thai culture. However, in the preent, the weaving indutry face with the labor hortage problem and the rik of loing valuable knowledge. There are older people than 60 who have knowledge and kill of weaving but there are hardly any people younger than 50 who have matered it. Knowledge mapping i a a tarting point to help the weaving indutry keep a valuable knowledge and plan for tranferring knowledge from older generation to other. ACKNOWLEDGEMENT Thi reearch wa upported by College of Innovation, Thammaat Univerity, Thailand. REFERENCE LIST 1. Blumenberg, S., Wagner, H.-T., & Beimborn, D. (2009). Knowledge tranfer procee in IT outourcing relationhip and their impact on hared knowledge and outourcing performance. International Journal of Information Management, 29(5), Chan, K. & Liebowitz, J. (2006). The ynergy of ocial network analyi and knowledge mapping: a cae tudy, International Journal of Management and Deciion Making, 7(1), Davenport, T. H. & Pruak, L. (1998). Working knowledge: How organization manage what they know, Harvard Buine Pre. 4. Ebener, S., Khan, A., Shademani, R., Compernolle, L., Beltran, M., Lanang, M. & Lippman, M. (2006). Knowledge mapping a a technique to upport knowledge tranlation. Bulletin of the World Health Organization, 84, Grey, D. (1999). "Knowledge mapping: a practical overview." SWS Journal. 360

7 6. Little, I., Mazumdar, D. & Page, J.M. (1987). Small Manufacturing Enterprie, Oxford: Oxford Univerity Pre for the World Bank. 7. Speel, P.H., Shadbolt, N., de Vrie, W. Van Dam, P.H., & O Hara, K. (1999). Knowledge mapping for indutrial purpoe, Proceing of 12th Workhop on Knowledge Acquiition Modeling and Management. 8. Suyeon, K., Suh., E. & Hwang, H. (2003). Building the knowledge map: an indutrial cae tudy. Journal of knowledge management, 7(2), Thailand Textile Intitute (2012). Retrieved from The Department of International Trade Promotion (2014). Thai Textile and Apparel Indutry. Retrieved from The Thailand Reearch Fund (2011). Retrieved from Udomwutthikorn, P. (2012). Knowledge Mapping and Knowledge Prioritization Cae tudy: Plating factory,, College of Innovation, Thammaat Univerity. 13. Wexler, M. N. (2001). The who, what and why of knowledge mapping. Journal of Knowledge Management, 5(3), Yain, F. & Egbu, C. (2011). Critical tep to knowledge mapping in facilitie management organiation In: Egbu, C. and Lou, E.C.W. (Ed.)" Proceeding of 27th Annual ARCOM Conference, 5-7 September 2011, Britol, UK, Aociation of Reearcher in Contruction Management, Retrieved from cle 361