Shahid Bahonar Copper Industries
Lack of human resources participation in knowledge management activities is recognized as one of the organizational challenges. Therefore, many organizations in the country face this challenge when implementing knowledge management in their organizations. The indicators that are considered in the knowledge management maturity questionnaire to identify the organizational culture in participation and public cooperation are managers' participation, organizational trust, carte blanche, and employee participation. These indicators indicate the importance of participation in the organizational culture, which will ensure the success of knowledge management platform implementation.
Shahid Bahonar, Copper Industries Company, is considered the largest industrial complex connecting copper and zinc mines with manufacturing industries. In 1397, implementing a Knowledge Management Total Solution in eight areas, including copper pipe factory, rolling, mechanical repairs, electrical repairs, research and development, management systems, marketing and sales, and information technology, was implemented as a pilot in Shahid Bahonar Copper Industries. One of the most significant elements of Shahid Bahonar Copper's success factor in knowledge management was state-of-the-art software, MTAShare, and its integrated module to motivate personnel to involve in.
Shahid Bahonar, Copper Industries Company, is considered the largest industrial complex connecting copper and zinc mines with manufacturing industries. In 1397, implementing a Knowledge Management Total Solution in eight areas, including copper pipe factory, rolling, mechanical repairs, electrical repairs, research and development, management systems, marketing and sales, and information technology, was implemented as a pilot in Shahid Bahonar Copper Industries. One of the most significant elements of Shahid Bahonar Copper's success factor in knowledge management was state-of-the-art software, MTAShare, and its integrated module to motivate personnel to involve in.
The strategic role of CEO management as the leader of the organization
The starting meeting of the project to implement the Knowledge Management Total Solution was held in July 2016. The presence of all deputies and managers without the absence of even one key person was significant. Also, the presence of the CEO in the meeting and his speech at the beginning of the meeting on the importance and necessity of knowledge management can be considered as the starting point of the company's success in implementing Knowledge Management software. What was most noteworthy in the CEO's speeches to all deputies and managers was explaining the need to put knowledge management activities on the agenda following the consultant's plans and submit a monthly report to senior management based on MTAShare. It should not be forgotten that some knowledge management activities, before becoming a consulting project, were carried out in various forms through the direct order of the CEO in this company. The most important of these measures was to record all the events and lessons learned during the year by the managers and present them to the CEO at the end of each year. All these cases showed the importance and priority of knowledge management software utilization in the organizational culture of Shahid Bahonar Copper Company.
The active presence of company managers in the knowledge management system
Knowledge management software as a pillar of information technology plays an essential role in implementing knowledge management. As a knowledge network, this software is a platform for sharing and applying knowledge among the organization's employees.
In Shahid Bahonar Copper, after holding knowledge management software training workshops, each member of the company, from the CEO to the lowest organizational rank, became a member of the system as a scientist. The critical point is the CEO's registration of knowledge, deputies, and managers in this knowledge network. Also, people who share their experience and knowledge in this system are encouraged and appreciated by the CEO and other managers by receiving comments and likes.
In Shahid Bahonar Copper, after holding knowledge management software training workshops, each member of the company, from the CEO to the lowest organizational rank, became a member of the system as a scientist. The critical point is the CEO's registration of knowledge, deputies, and managers in this knowledge network. Also, people who share their experience and knowledge in this system are encouraged and appreciated by the CEO and other managers by receiving comments and likes.
Critical success factors in implementing knowledge management
Finally, in summary, the key factors that led to the company's success in increasing employee participation in the implementation of knowledge management are:
• Explain the importance and necessity of knowledge management platform by CEO management
• Continuous follow-up of the managing director from the deputies and executive managers to receive the activity report of the units
• Active participation of all management layers along with experts in participating in knowledge management software
• Paying attention to the activities of individuals in the knowledge management software by managers
• Identify people with high participation motivation and use these people to motivate others
At present, after about two years of implementing the knowledge management software in Shahid Bahonar Copper Company, participation in knowledge management activities in this company is a task and an institutionalized activity in organizational processes.
Continuous registration of lessons learned in Shahid Bahonar Copper Knowledge Management System, has caused the number of knowledge of this knowledge network to increase to more than 5000 knowledge packages. Also, the re-use of 300 experiences in work units has led to a cost reduction of half a billion.
• Explain the importance and necessity of knowledge management platform by CEO management
• Continuous follow-up of the managing director from the deputies and executive managers to receive the activity report of the units
• Active participation of all management layers along with experts in participating in knowledge management software
• Paying attention to the activities of individuals in the knowledge management software by managers
• Identify people with high participation motivation and use these people to motivate others
At present, after about two years of implementing the knowledge management software in Shahid Bahonar Copper Company, participation in knowledge management activities in this company is a task and an institutionalized activity in organizational processes.
Continuous registration of lessons learned in Shahid Bahonar Copper Knowledge Management System, has caused the number of knowledge of this knowledge network to increase to more than 5000 knowledge packages. Also, the re-use of 300 experiences in work units has led to a cost reduction of half a billion.
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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