prof. dr. heinz mandl pharma deutschland lmu münchen, institute for educational psychology...

Prof. Dr. Heinz Mandl

Pharma Deutschland LMU München, Institute for Educational Psychology

Knowledge management in productivity and

quality of products and services

A practical example

مديريت خرد در بهره وري و كيفيت محصوالت و خدمات



ALTANA Pharma Germany – an Overview



Our most important products …

Gastro Cardio Respiration

•Pantozol

®

• ZacPac®

•

Motilium®

• Querto®

• Ebrantil®

• Urion®

• Euphylong®

• Alvesco®

• Roflumilast



The Starting-Point

3 x 120 employees in 3 productlines attend to ca. 40,000 doctors

28 employees attend toradiologists and clinics

25 employees attend to pharmacies

40 employees attend to ca. 2000 hospitals



• The sales force’s product, market and sales know-how forms the main criteria for the success of products and therefore the success of the company.

• This knowledge must be kept up-to-date through ongoing training initiatives

• Face-to-face training takes away from time spent with the customer• The quality of the preparation for face-to-face training varies to a

large degree • Face-to-face trainings in small groups: Time/Quantity problems; in

large groups: Quality problems• Review trainings to deepen knowledge are not feasible from a

practical standpoint

Basic Considerations



Goals of the Implementation

Vision: Enhancing competitiveness

Carrying out the new product launch fast and effectively

Guaranteeing the position on the market



ALTANA Pharma Germany –

An example from practice

Starting point:

Introduction of e-learning

Needs analysis: Medical representatives,

regional manager, management,

marketing, technology, training



Results of the needs analysis

Goal: Necessity of improving the consultation sessions

• Quicker access to information• Fostering exchange and cooperation with other

employees• Acquiring need-oriented knowledge



Central Knowledge Management Processes

KnowledgeGeneration

Knowledge Communication

KnowledgeRepresentation

Knowledge Utilization



Knowledge Management Needs of ALTANA Employees

Knowledge GenerationAcquiring need-oriented

knowledge

KnowledgeCommunication

Exchange and cooperationwith other employeesKnowledge

RepresentationQuicker access to

Information

Knowledge UtilizationQualitative improvements

in the consultation sessions



Knowledge Management Offerings at ALTANA

Informational Offerings

(e.g. Folders, newsletters)

Educational Offerings

(e.g. Learning programs)

Communication Offerings

(e.g. Discussions forums, virtual classrooms)



From E-Learning to Knowledge Management

Goals

Approachteacher-centered

learner-centered

team-centered

CommunicatingInformation

Aquisition of knowledgeand skills

Knowledge sharingand problem-solving

KnowledgeManagement

DistributiveTechnologies

InteractiveTechnologies

CollaborativeTechnologies

E-Learning



Goals

Approachteacher-centered

learner-centered

team-centered

CommunicatingInformation

Aquisition of knowledgeAnd skills

Knowledge sharingand problem-solving

KnowledgeManagement

E-Learning

InformationalOfferings

LearningOfferings

Communication Offerings

From E-Learning to Knowledge Management at ALTANA



Solution : “Blended Learning”

Meetings

Self-Study

Face-to-Face Training

Virtual Classroom

LMS using WBTs



Result :

ALTANA Pharma online learning offensive



• A Learning Management System that meets our requirements

• That harmonizes with the virtual conference room

• An authoring tool for smaller learning units that is easy to operate

• Externally purchased WBTs for Lotus notes and Office

• Product tutorials that are developed externally

• DSL/ISDN lines as VPN

Components



What are the implications of implementing innovative concepts such as E-Learning

and Knowledge Management from both a theoretical and a practical standpoint??



What are the characteristics of innovative concepts?

Innovative Concepts:

People-oriented

Information and knowledge as important resources

High degree of complexity

Knowledge-oriented concepts



What are the implications of implementing innovative concepts?

Change

Uncertainty

Potential for Conflict

Culture Change within the Organization



What is the process flow for an implementation process?

Vision/Strategy

Needs

analysis Conception Realization Evaluation



Examples of an Implementation Process: ALTANA

BusinessCase

Steering Group

VisionStrategic Planning

Initialization

As-is AnalysisRequirements

Analysis

Target/ActualComparison

To-be Analysis(Potential Analysis

for E-Learning)

Requirements Analysis

Conception

ProjectManagement

Concept

DidacticConcept

AcceptanceConcept

System Selection

Learning PlatformIT TrainingSoftware

WBT(Selection Process,

Decision undContract formation)

Release/Implementation

• Technical Installation

• Pilot Phase

Realization Step 1

Realization Step 2

Learning Platform + IT Training software

DevelopmentPhase

Release/Implementation

Learning Program (WBT)

Conducting measures to promote acceptance

Evaluation

Qualityanalysis

Cost-benefitAnalysis

EffectivenessAnalysis

EffectivenessAnalysis

Formative Summative



Implementation of the

Blended Learning Concept



1. Onlin Phase2. Face-to-Face

Seminar3. Onlin Phase

Test as a

entrance requirement

Self guided learning

with WBT

Virtuell, cooperativlearning

Exchange in a virtuell conference room

Support of atele-tutor

Exercise by role-play

Case-based learning

Discussion

Presentation ofbasics and

specific topics

WBT as aReference book

Exchange of experience

Exchange in a virtuell conference room

Support of atele-tutor



Implementation of the

Acceptance Concept



Acceptance ...

“... Is the positive adoption or transfer of an idea, a fact, an

object or a person in the true sense of active willingness,

not simply in the sense of reactive acquiescence or

tolerance.”

(Wiendieck, 1992)



Acceptance

Acceptance Indicators:

Utilization of the initiative that is being introduced (Harhoff & Küpper, 2002)

Acceptance: Result of motivated action

Motivation

Action:Utilization of the initiative being

introduced

Acceptance=



Acceptance Elements

Organizational Aspects

Technical Aspects

Aspects of Participation

Aspects of Qualification



Organizational Aspects at ALTANA

Initiated and supported by management

Integrated into the company’s mission statement

Employee Information (e.g. newsletters,

information sessions)

Integration into business processes

Support for operating processes (FAQs,

ordering materials, etc.)

Scope for further development of learning provided (worker’s council)

(see Mandl & Winkler, 2003; Tarlatt, 2001; Kraemer & Sprenger, 2003)



Aspects of Participation at ALTANA

Employee involvement in the requirements analysis

Incorporating employee’s wishes and proposals into the

planning and conception phase

Pilot rollouts with formative evaluation

Information Sessions

Continuous feedback

(see Tarlatt, 2001 ; Reiß, 1997; Rosenstiel, 2000; Niegemann, 2000; VBM, 2000)



Aspects of Qualification at ALTANA

Training on how to use the technology

Training E-Trainers (Train-the-Trainer Concept)

Employees supported by E-Trainers

Motivating structure of the learning

environment (system-oriented &

case-based approaches)

Blended Learning(see Tarlatt, 2001; VBM, 2000)



Technical Aspects at ALTANA

Technical requirements analysis (hardware, software)

Selecting suitable technology

Based on employee needs

User-friendly

Didactic Orientation

Selection of a Learning Management System

Procuring necessary technical resources(see Hinkofer & Mandl, 2003; Schulmeister, 2003; Kraemer & Sprenger, 2003)



APOLLO general – Employee Survey July 2003

• APOLLO is characterized by its

-Simple navigation- outstanding user-friendliness

75 % of those surveyed said that this was completely and/or mainly true!

• The sales force viewed APOLLO as extremely helpful and logical.

76,5 % of those surveyed said this was completely and/or mainly true!

• Learning durations were mainly between 0,25 and 2 hours/week



Nine months after the initial presentation of

and the system is established. Its usage now comprises:

• Self-study• Group sessions• Virtual conferences (ID-AD, RL-MA)• Virtual training courses• Feedback-Actions



is not saving costs in the training area, but

increases the productive time spent with customers and also increases the intensity, quality and effectiveness of the trainings!

Result:Better employees spending more time with customers!



What conclusions can be drawn from the theoretical and practical background

presented for the introduction of innovative concepts such as E-Learning

and Knowledge Management using ALTANA’s example?



Conclusion Employee orientation

Support the implementation by providing support throughout

the process

Orientation on business processes

Customized solution development – not following a recipe

Learning from Best Practices (ALTANA Pharma, VBM, etc.)

Implementation as an unrecognized task



E-Learning andKnowledge Management

Use E-Learning and Knowledge Management to ensure Company Success!

prof. dr. heinz mandl pharma deutschland lmu münchen, institute for educational psychology...

Documents

educational psychology

needoriented knowledge

educational psychology

training slide

market slide

overview slide

quality of products

success of products