Marine Technology, October 2013

<BODY> <div> www.sname.org/sname/mt October 2013 communications and database systems, eective supply chain and project management should have been seamless. However, Boeing did not provide adequate knowledge and training to its management or its strategic partners to eectively adopt the new manufacturing supply chain. Eventually Boeing did regain control of the process by acquir- ing foundering strategic partners, but a training program in project management strategy should have been a crucial component of the Dreamliner project from the beginning. Cultural challenge In a society where knowledge sharing is dicult to justify in the short term, it is easy to keep as much information to oneself as possible. is is not sustainable, particularly as specialization rather than generaliza- tion of skills becomes more common. As organizations encounter new challenges, such as those related to LNG fuel, it is important to consider formal training as a rst step toward acquiring and sharing knowledge. There is a great cultural challenge to implementing a cul- ture of more knowledge sharing. Many people have the idea that keeping knowledge to themselves will enhance their own stature. Organizations should adopt methods that incentivize team mem- bers to be open and forthcoming with knowledge, including how to apply?or provide added value to?that knowledge. We can learn from Toyota and Boeing that eective knowledge sharing takes time. It cannot suddenly be implemented on one proj- ect with the expectation of success. at was part of Boeings error. Rather, knowledge sharing must be cultivated over years of organiza- tional changes as well as relationships with suppliers. Toyota did not immediately experience the success of its knowledge sharing strategy, but the results were well worth the wait. In the context of risk management, knowledge?or understand- ing as much as possible about a situation?leads to success. It is not until we fully understand the strengths and aws of a design or process that we can make an educated assessment on the risks of that design or process. We cannot come to such an understanding on our own. Knowledge sharing is an active process. It involves learning new infor- mation, synthesizing ways to apply the information, and verifying the validity of the information by discussing it with others. Openness to sharing knowledge, within and beyond ones orga- nization, is critical to the success of the organization as well as the profession in general. e maritime industry is simply too small for secrets. MTMichael Klein-Ureña is vice president of business development at SanSail Group, a green marine-development company. MORE THAN JUST A COUPLE OF PREMIUM POWER TRANSMISSION SOLUTIONS American VULKAN Corporation | 2525 Dundee Road | Winter Haven | FL ? 33884 Phone +1 863 324 2424 | Mail info@vulkanusa.com I www.vulkan.com YOUR SOURCE FOR PREMIUM POWER TRANSMISSION SOLUTIONS FOR MARINE, INDUSTRIAL AND CONSTRUCTION EQUIPMENT APPLICATIONS </div> <span id="lblContents"></span> <br /> <br /> <a href="http://www.digitalwavepublishing.com/" title="Digital Magazine">Digital Wave Publishing</a> </BODY>