For the organisation knowledge, we have claimed the compliance that Organization Knowledge is achieved thru the Work Instructions created for the processes for productions and other functions. Would the above be sufficient to meet the requirement or is there more expected from the organization. Please advise.
When I work with organizations, facilitating the implementation of a quality management system according to ISO 9001:2015, about clause 7.1.6 “Organizational Knowledge, I draw the following matrix:
The first and second paragraphs of clause 7.1.6 are about quadrants 1 and 2.
Quadrant 1 is about what we know that we know – that is written in procedures, work instructions, tables, specifications. Normally, is listed or codified in job descriptions and when someone starts in a new position human resources plans an integration program with that knowledge transfer.
Quadrant 2 is about what we don’t know that we know – that is work experience not codified, you know, unwritten rules. Normally, is transferred through coaching with more experienced job partners.
The third and fourth paragraphs of clause 7.1.6 are about quadrants 3 and 4.
Quadrant 3 is about what we know that we don’t know – that is information that when an organization realizes that is missing can be obtained through training, books, seminars, consultants, suppliers, technical magazines. For example, this question fits in this quadrant.
Quadrant 4 is about what we don’t know that we don’t know – I call it the radar. How does the organization keep a radar working relevant information that can change the future of the business? Normally, organizations keep track of anything new through books, magazines, blogs, conferences, networking, suppliers, …
For example, many years ago, I was working in a process engineering team in the chemical industry. One afternoon, one of my colleagues, reading a technical magazine, started to comment in loud voice about a new kind of material for storage silos. Rapidly, we in the room started a kind of brainstorm about benefits and drawbacks. After that, my colleague contacted the manufacturer, requested technical information and presented it to our board of directors. After some calculations, it was easy to conclude that the new material had a lot of advantages. We used it in the next plant expansion.
So, organizational knowledge can be much more than work instructions. Just about quadrant 1, don’t forget to mention job descriptions that list knowledge requirements.