Tehran Oil Refinery
Tehran Oil Refining Company, as one of the largest and oldest refineries in the country, started its knowledge management journey with MTA in 2008. Many were skeptical about the effectiveness of this new management solution in the Tehran Refinery in those years but knowledge management has become an integral part of various work processes in this refinery. Without it, the development of company productivity seems impossible.
Knowledge management in Tehran refinery started from the implementation of essential tools in the field of organizational culture and software and after the formation of a coherent structure of knowledge management as a steering council of knowledge management and the definition of knowledge engineers and their role, CoPs as a pillar of knowledge communication, The theme was formed.
Tehran Refinery has implemented many knowledge management solutions at the highest level and in many cases has proven the return on financial severe and process capital resulting from knowledge management in national and international forums such as National Knowledge Management Award, KM4D Award, and The MAKE Award is on display and has been recognized.
Some of these returns have dramatically affected areas such as increasing gasoline octane or reducing benzene and effluents and improving overhaul schedules. Currently, Tehran Oil Refinery has acted as a benchmark for more than 70 Iranian organizations, and these organizations have tried to implement this local model of knowledge management by following the example of the company.
Knowledge management in Tehran refinery started from the implementation of essential tools in the field of organizational culture and software and after the formation of a coherent structure of knowledge management as a steering council of knowledge management and the definition of knowledge engineers and their role, CoPs as a pillar of knowledge communication, The theme was formed.
Tehran Refinery has implemented many knowledge management solutions at the highest level and in many cases has proven the return on financial severe and process capital resulting from knowledge management in national and international forums such as National Knowledge Management Award, KM4D Award, and The MAKE Award is on display and has been recognized.
Some of these returns have dramatically affected areas such as increasing gasoline octane or reducing benzene and effluents and improving overhaul schedules. Currently, Tehran Oil Refinery has acted as a benchmark for more than 70 Iranian organizations, and these organizations have tried to implement this local model of knowledge management by following the example of the company.
The essential activities of Tehran Oil Refining in the last decade in the field of knowledge management have been as follows:
• Development of organizational knowledge map and location of all knowledge resource
• Connection of valuable knowledge resources in the layer of organizational processes and integration of documents into knowledge management processes
• Serious development of human resource management based on knowledge management
• Development of knowledge management software with severe records in the field of creation, retrieval, and reuse of knowledge
• Develop the solution of the Community of Practice, especially between the operational and engineering units, and turn the Community of Practice into one of the most potent knowledge sources to solve the refinery problems.
• Promote and propagate knowledge achievements in various ways
• Continuation of formal and semi-formal knowledge management structure to maintain knowledge management effectiveness
• Development of organizational knowledge map and location of all knowledge resource
• Connection of valuable knowledge resources in the layer of organizational processes and integration of documents into knowledge management processes
• Serious development of human resource management based on knowledge management
• Development of knowledge management software with severe records in the field of creation, retrieval, and reuse of knowledge
• Develop the solution of the Community of Practice, especially between the operational and engineering units, and turn the Community of Practice into one of the most potent knowledge sources to solve the refinery problems.
• Promote and propagate knowledge achievements in various ways
• Continuation of formal and semi-formal knowledge management structure to maintain knowledge management effectiveness
Undoubtedly, one of the essential key points of this organization's success in the implementation and continuity and return of knowledge management capital has been senior management's support and having capable and innovative managers in different periods.
MTA has been proud to have tried to develop this indigenous model of knowledge management in the country through various methods and the Tehran Oil Refining Company throughout this period.
MTA has been proud to have tried to develop this indigenous model of knowledge management in the country through various methods and the Tehran Oil Refining Company throughout this period.
Sadri- Former CHRO atNational Iranian Gas Company
Gathering, nearly 1,500 valuable knowledge packages from the 50 senior and expert managers of the National Iranian Gas Company, was a problematic but unique task that the executive team and experts did well.
Jafarpour- Former knowledge director of the Ministry of Roads and Transportation
The future of MTA in the field of knowledge management is very bright. This company has been an excellent initiator for knowledge management in Iran.
Sharifzadeh- CLO at District 10 Municipality
In 2012, with the help of the District 10 Municipal IT Department of Tehran, the municipal knowledge management software of District 10 was launched. With the cooperation of MTA, the steps of recognition, identification of municipal knowledge fields, and defining knowledge processes were accomplished, and finally, knowledge management software was set up. Tehran’s District 10 Municipality is the first municipality in the country with this system and actively extracts and shares its employees' knowledge. Development of employees' public participation in organizational processes, development of learning at the employee level, avoidance of duplication, and reduction of costs are part of the results of launching this system
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