role of km in e-maintenance

Role of KM in e-maintenance

Seyed Hamed Moosavi Rad

PhD Candidate in Information Systems

Research proposal

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e-maintenanceResearch proposal

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e-maintenanceResearch proposal

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Spare Parts Management

World manufactures spend $16.4 billion annually on purchasing their spare parts which is 39% of their total spending on MRO (Maintenance, Repairs and Operation) costs.

e-maintenanceResearch proposal

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Spare Parts Supply Chain Management (SPSCM)

Retailer WholesalerCustomer FactoryDistributor

Flow of orders

Flow of spare parts

e-maintenanceResearch proposal

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Spare Parts Supply Chain Management (SPSCM)

Bullwhip effect

Consumer sales Retailer ‘s order to wholesaler

Wholesaler’s order to distributor Distributor’s order to factory

e-maintenanceResearch proposal

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Spare Parts Supply Chain Management (SPSCM)

Bullwhip effect

The bullwhip effect represents the information distortion in customer demand between orders to supplier and sales to the buyer (Bayraktar et al., 2008).

Theoretical perspectiveResearch proposal

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Transaction Cost Economics (TCE)

Resource-based view (RBV)/knowledge based view (KBV) in Supply Chain Management

Research objectiveResearch proposal

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Bullwhip effect in SPSCM

Knowledge Management (KM) among spare parts

supply chain

Literature reviewResearch proposal

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Knowledge Management (KM)

e-Maintenance

Supply Chain Management

(SCM)SPSCM

147 References

KM capabilities in SPSCM

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KM infrastructure capabilities

KM process capabilities

Gold et al. (2001) and Fan et al. (2009)

KM infrastructure capabilities in SPSCM

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Knowledge Management Systems and technologies in e-maintenance

Ontology and knowledge map Chang(2010), Yang et al. (2009b) and Anquetil et al. (2007)

Case Base Reasoning (CBR)Vong and Wong (2010) and Bichindaritz (2009)

Knowledge Discovery in Database (KDD)Zhao (2007) and Magro and Pinceti (2009)

Decision Support System (DSS)Lamptey et al. (2008), Juang et al. (2008) and Pieri et al. (2002)

Knowledge based systems (KBS)Nadakatti et al.(2008) , Chassiakos et al.(2005), Su et al. (2000)

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Knowledge Management Systems and technologies in e-maintenance(Iung et al., 2009, Emmanouilidis et al., 2009, Candell et al., 2009, Voisin et al., 2010, Campos et al., 2009)

Radio Frequency Identification Device (RFID)

Global Positioning System (GPS)

Wireless technologies

E-CBM (Condition Based Maintenance)

Innovative communication equipment such as “virtual reality”

PDA, SmartPhones, Graphic tablets, harden laptops, etc.

Full Web-CMMS (e-CMMS)

KM infrastructure capabilities in SPSCM

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business environmental dynamism and behavioral uncertainly

KM infrastructure capabilities in SPSCM

(Zhou and Benton Jr, 2007; Li and Lin, 2006; Chen et al., 2011, Hernández-Espallardo et al., 2010)

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Top management support

KM infrastructure capabilities in SPSCM

(Li and Lin, 2006, Kim et al., 2010)

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Trust

KM infrastructure capabilities in SPSCM

Commitment

(Li and Lin, 2006, Kwon and Suh, 2004, Kwon and Suh, 2005, Chen et al., 2011, Kim et al., 2010, Li et al., 2005)

(Li and Lin, 2006, Kwon and Suh, 2004, Kwon and Suh, 2005, Chen et al., 2011, Kim et al., 2010)

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Shared vision

KM infrastructure capabilities in SPSCM

Information availability

Partner asset specificity

(Li and Lin, 2006) (Chen et al., 2011)

(Kwon and Suh, 2004, Kwon and Suh, 2005, Hernández-Espallardo et al., 2010)

17Gold et al. (2001) and Fan et al. (2009)

AcquisitionAcquisition-oriented KM processes are those oriented toward obtaining knowledge

Conversion Make existing knowledge useful

ApplicationActual use of the knowledge

ProtectionProtect the knowledge from inappropriate or illegal use or theft

KM process capabilities in SPSCM

Conceptual model

Research proposal

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Bullwhip effect in SPSCM

KM process capabilities in

SPSCM

KM infrastructure capabilities in

SPSCM

Knowledge Management (KM) among spare parts

supply chain

Positivist approach

Var(q)/Var(D)

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Experimental design: Beer game

According to two KM strategies: Codification : Low, Medium, HighPersonalization : Low. Medium, High

beer games in 9 conditions and 50 periods.

Quantitative method

Methodology

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Conclusion

Bullwhip effect in SPSCM

KM process capabilities in

SPSCM

KM infrastructure capabilities in

SPSCM

KM systems and technologiesbusiness environmental dynamism and behavioural uncertainlyTop management supportTrustCommitment Information availabilityPartner asset specificity

Acquisition Conversion Application Protection

Thanks for your attention

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