Overview
- Editors:
-
-
Kai Mertins
-
Fraunhofer Institute, Production Systems and Design Technology (IPK), Berlin, Germany
-
Peter Heisig
-
Fraunhofer Institute, Production Systems and Design Technology (IPK), Berlin, Germany
-
Jens Vorbeck
-
Fraunhofer Institute, Production Systems and Design Technology (IPK), Berlin, Germany
- Comprehensive overview
- Basic methodological articles
- 11 case studies from large to small companies from different sectors with hands-on experience
Access this book
Other ways to access
Table of contents (17 chapters)
-
Front Matter
Pages I-XXII
-
Introduction
-
- Kai Mertins, Peter Heisig, Jens Vorbeck
Pages 1-10
-
Design Fields
-
-
-
-
- Peter Heisig, Jens Vorbeck, Johannes Niebuhr
Pages 57-73
-
-
Survey
-
-
- Peter Heisig, Jens Vorbeck
Pages 97-123
-
Case Studies
-
Front Matter
Pages 125-125
-
- Peter Heisig, Frank Spellerberg
Pages 127-137
-
- Peter Heisig, Jens Vorbeck
Pages 138-147
-
- Jens Vorbeck, Rolf Habbel
Pages 148-156
-
- Peter Heisig, Janet Runeson
Pages 157-164
-
- Jens Vorbeck, Peter Heisig
Pages 165-173
-
- Jens Vorbeck, Peter Heisig, Andrea Martin, Peter SchĆ¼tt
Pages 174-185
-
- Peter Heisig, Christian Berg, Peter Drtina
Pages 186-192
-
-
- Peter Heisig, Oliver Diethert, Uwe Romanski
Pages 202-211
-
About this book
By Robert C. Camp, PhD, PE Chairman Global Benchmarking Network (GBN), Best Practice Instituteā¢, Rochester, NY, USA The perception, sharing, and adoption of best practices is mostly attributed to the activity called benchmarking. Obtaining maximum value from best practices is usually attributed to knowledge management. One is an extension of the other. Knowledge management can be looked upon as the management of knowledge about best practices whether in the mind as human capital or as intellectual assets or property. Most organizations now recognize the absolute imperative for the identification and collection of best practices through benchmarking. It can be a strategic strength when practiced and a fatal weakness if not pursued. But there is a serious disconnection in the exchange and adoption process. Despite significant advances in the approaches and technology that pursue improvement (six sigma, process redesign, customer relationship management, etc.), organizations continue to experience great difficulty in successfully transferring leading practices. Some would say these are exemplary, proven, observed, or promising, but, in the final analysis, they are best practices -with the objective of becoming world class. More insight is needed into how leading, or best practices are transferred and adopted - said differently, best practices for knowledge transfer or knowledge management.