Summary
In the present work, an analysis of the activities related to knowledge management and management in the chemical industry in Mexico is carried out (taking the state of Guanajuato as a reference), through the design and application of a survey. Subsequently, analyzing the results obtained through the survey, a conceptual model
of "knowledge management" is proposed, which aims to provide competitive advantages.
Introduction
Being the chemical industry an important sector in the first world national economies and taking into account the various factors such as technological development, the growing development of human capital and competitiveness, have led various companies in the industry to create models through the acquisition and management of knowledge in order to evolve its technology and procedures, reflecting in greater productivity and development.
The main source of companies to obtain competitive advantages is knowledge. When markets change overnight, technologies proliferate, competitors multiply and products become obsolete, just for companies to achieve success in a consistent way they must create new knowledge, manage what they possess, spread it to throughout the company and incorporate it as a technological link to its processes, products and services.
One of the tools to achieve high competitiveness in the Mexican chemical industry is through the creation of knowledge management models, both for the industrial sector and for universities, thus promoting research and development (R&D) in the country. There are a large number of companies in the world that, by creating a knowledge management model, have obtained positive results in their productivity and development prospects.
Due to the current challenge of competitiveness in the chemical industries at all levels, a restructuring of its policies is necessary, based on technological innovation and knowledge management as a fundamental basis, as well as a progressive and global vision.
Methodology
For the development of the knowledge management model in the chemical industry it is necessary to know the common characteristics of the companies in this sector, for this purpose a survey was designed which allows knowing what this type of companies do regarding the management of their knowledge. The survey was divided into three parts called: internal, external and individual scope (figure 1):
Figure 1.- Base areas that make up the knowledge management survey; Source: self made.
The survey aims to collect the main parameters related to the intellectual capital of the companies consulted, as well as the importance that companies attach to the management of said capital. The objectives and needs that are characteristic of chemical companies are also evaluated.
The internal environment measures the degree of knowledge generation within the company, either through the development of innovation activities in products, processes and / or organization, as well as the importance that the company attaches to knowledge as one of its fundamental assets.
The external environment measures the company's interest in acquiring new knowledge, such as new, more efficient processes, state-of-the-art controllers, specialized software, among others, acquiring patents or making use of this new knowledge under license. Likewise, it measures the degree of cooperation with external agents for the development of knowledge, in addition to monitoring the company with respect to its competitors.
The individual scope measures the degree of collaboration of the personnel and informs of the type of structure on which the company is supported organizationally speaking; indicates the effort and initiative of the company to have a more trained staff, consequently with greater knowledge and capacity to develop new knowledge.
The questions asked were posed according to indicators to measure the intellectual capital of the companies, for which the manuals from Bogota1, Canberra2 and Frascati3 were taken as a basis.
The survey was prepared with questions of three types:
- Simple answer (yes / no).Multiple choice answer (indicate).Response based on the order of importance (rank).
Once the survey was prepared, 16 companies dedicated to the chemical transformation industry in Mexico were contacted, of which only 25% of the original sample agreed to collaborate. Contacts were made by telephone and a letter authorized by the management of the Faculty of Chemistry of the University of Guanajuato was subsequently sent jointly with the survey, which supported the survey, requested the necessary support and mentioned the seriousness and importance of the draft. It was notified in the same way that the information provided would be handled in the terms that the company had. The waiting time considered for the return of the surveys was 45 days.
Despite the little support obtained, the sample meets its objective, since the results provided the necessary bases for the development of the conceptual model. The companies established that the information would be handled confidentially by what are called A, B, C and D.
Results
With regard to the internal sphere and because the main reason for innovative activity in companies is to satisfy the needs of their customers, companies acquire and generate knowledge, and they also bear in mind that this acquired knowledge must be mastered and adapted, the companies have great capacity to generate knowledge through reengineering activities (optimization and adaptation of processes).
They also seek to maintain or improve the quality of their products and / or open new market lines with specialized products, where they also have great capacity to generate knowledge. The main internal sources of knowledge identified are the sales, production as well as the research and development departments to a lesser degree.
Regarding the external sphere, the close relationship of the companies and their clients leads to the identification of the needs and their respective translation to the products and production processes of the companies. The main sources of knowledge identified are customers and suppliers.
There is no broad relationship between research centers and universities, this lack of cooperation results in universities not properly addressing problems related to the needs of the company, likewise universities are seen as substitutes for research and development departments, not as a complement to these.
At the individual level, companies are aware of the need for better training programs and although they are not offered in all of them, they are not continuous, being aware of the needs for better constant training programs take the first steps for companies to “learn ”, Leading to the implementation of knowledge management systems or models.
On the other hand, although in no case does it speak of the schooling of employees, this is not a crucial factor when it comes to bringing ideas, experiences and knowledge to the company.
The following table summarizes the most relevant results of the survey:
| BUSINESS | TO | B | C | D |
| Denomination | Synthetic fibers and agricultural inputs | Mineral oils and petrolatums | Adhesives | Paints and solvents |
| Size of the company | Big | Median | Girl | Median |
| Identify your Knowledge | Yes | Yes | Yes | Yes |
| Main reason for innovation | Market and operating costs | Market and operating costs | Market | Market and operating costs |
| Main internal sources | Production, sales and R&D | Sales and production | Sales and production | R&D and sales |
| Main external sources | Clients and suppliers | Clients and suppliers | Clients and competitors | Clients and suppliers |
| Knowledge accessibility | Total | Little | Little | Little |
| Ideal communication platforms | Yes | Yes | Not | Not |
| Training | Yes | Yes | Yes | Yes |
| Certifications | Yes | Yes | Not | Not |
| Reasons for cooperation with external agents | R&D, training and technical assistance | R&D and technical assistance | R&D, training and assistance
technique |
________ |
Knowledge exists in companies, although they do not make their management a formal activity, although they consider that learning is essential, they do not facilitate or disseminate the knowledge generated. In addition to this, the lack of communication within the company and with its environment raises the possibilities of identifying its strengths or weaknesses and working together for better development in the company.
Formalizing knowledge management activities implies better communication within the company and with its environment, jointly identifying its successes and its main failings to work on these aspects, strengthening itself in the face of increasing competition and working on its most vulnerable points.
Creation of the knowledge management model
The objective of a knowledge management model is to create a tool for generating competitive advantages, and for this it is necessary to carry out a complete analysis of all the elements (both internal and external) that constitute or help the company. The generation, acquisition and transmission of knowledge are elements that are difficult to implement, but once these are achieved, it is possible to solve problems and generate competitive advantages.
Model Features
The model fulfills several actions that make it valid:
1.There is access to knowledge in all 3 areas.
2. There is incorporation into knowledge, based on the knowledge network.
3. Knowledge is facilitated through the same network and continuous learning.
4. Knowledge is shared among the 3 areas among themselves and with the knowledge network.
5. There is continuous learning within the company, which is renewed cyclically.
6. The new knowledge transmitted is applied to obtain the necessary solutions arising from the needs and objectives of the company.
7. Within the model there is the generation of new knowledge, by incorporating each of the 3 areas, for subsequent analysis and entry into the knowledge network.
Explanation of the knowledge management model
As previously mentioned for the creation of the model, the so-called areas were taken: internal, external and individual and taking the needs and objectives of the company as a reference base (which were obtained using the indicators generated from the survey) Therefore, it was possible to establish the necessary steps to carry out an adequate management of knowledge, in order to create a cyclical process which generated competitive advantages.
The following figure shows in general the knowledge management model obtained from the indicators of the aforementioned survey. As it is possible to observe the communication between all the elements that make up the model make up the main structure in its operation, since all the elements have a high dependence on the other elements.
Constituent elements of the knowledge management model
- Needs and objectives of the company:
The needs and objectives to be met within companies must be identified. These needs and objectives are always linked to the company's products, its processes or its services.
Products.- The company is always looking for product improvement or new development.
Processes.- It is necessary for companies to meet different needs and objectives in reengineering, implementation of new processes and / or equipment, always with the aim of being more efficient (economically energy and ecological), production goals.
Services.- Supplies, untimely deliveries, service with total quality focused on the client, Information and accessible specifications.
Environment.- Related to the processes, there may be needs and objectives regarding the use of energy, emissions, waste and compliance with ecological standards in general.
- Internal scope:
Within this area, the company's own resources (Intellectual capital) are examined, based on how it manages its knowledge, as well as where it is generated and the protection mechanisms used. Generally, companies in Mexico do not fully manage the elements described below, but it is necessary that they have at least one of these elements, as well as the amount of these must increase as the company grows.
The internal environment is the base of the company, since this is where all the knowledge, experience and therefore the potential that a company contains are found.
Research and development department (R&D).- Here the knowledge for the improvement and / or development of new company products is created through experimentation, as well as the creation of routes for the manufacture of products according to the specifications that customer request.
Design Department.- This department develops the necessary knowledge about the equipment and operations initially required for the scaling (Industrial level) of the production generated in the first department, as well as the projection of future production needs (process, storage, expansion, useful life of the equipment).
Quality control department.- Such department has the necessary knowledge to maintain the high quality standards that the company needs at all levels to achieve competitiveness in the market, as well as ensuring that the products generated will provide complete customer satisfaction.
Engineering Department.- The people who make up this have the necessary knowledge to control the processes, as well as at any given time to carry out the implementations (equipment, reagents) necessary for the improvement of such processes.
Production department.- Here the necessary knowledge is generated to obtain the production volumes (inputs, outputs, generation, consumption and accumulation) required for the market that the company manages.
Sales and Marketing Department.- This department has the knowledge to monitor the environment, and focus on customer requirements, as well as to promote the company's products highlighting the advantages presented with respect to its competitors, specifying the technology used in manufacturing. of such products and their specifications.
Patents, licenses and trademarks.- The patent is of great importance for the company, since it is a protection mechanism for the knowledge generated within it. A patent lasts for 20 years and assures the company that no competitor in that period of time will profit profitably either with its process, product or service. In your case, a patent for the industry is registered with the Mexican Institute of Industrial Property (IMPI). In the case of licenses, they are very useful in the company, since through these it is possible to acquire technology and / or processes which facilitate obtaining competitive advantages. The brand is the distinctive element of the company and is essential in marketing.
- External scope:
Every day companies resort to this area, since they can find all the necessary elements for their growth or improvement. All the standards to achieve the competitiveness of a company depend enormously on the support of this area, so its competitive advantages are strongly linked to it.
All the constituent elements make up a source of information necessary for any company, since the subsistence of the company would not be possible without at least one element of it (customers and suppliers).
Clients.- Within the external sphere, this is the main element since without the existence of such a company could not exist. The specifications required by customers require the creation of knowledge within the company, since the specifications vary with each of them. The client-company relationship is necessary, since the new knowledge will be products of the integration between the knowledge of the client and the knowledge of the company.
Suppliers.- The internal knowledge of many of the companies is mainly based on the suppliers, since when acquiring any equipment it is necessary to acquire new knowledge for its assimilation, as it happens with the reagents and / or processes, for which a Minimum of specifications in its use and control to obtain a product with the required specifications.
Competitors.- Monitoring the environment of competitors is vital for companies. The knowledge applied by a competitor must be acquired and decoded by the company, because when accessing it, it is possible to work on modifications to improve it, or to develop new knowledge with similar bases but with a better structure based on the advantage it offers. knowing the competitor.
Research institutes.- These represent a great alternative when the company lacks a research and development department or a design department, since sometimes companies do not have enough financial capital to support such departments, so the option is contract a research institute which will perform the same functions as the aforementioned departments but only for a certain period of time.
Universities.- The university-business relationship is an important tool for obtaining knowledge in a company because most of the research in our country is carried out in universities, so that knowledge is continuously renewed, as well in the university it is possible to find the people with the adequate knowledge for their training and incorporation into the growth of a company.
Government.- By linking government-company it is possible to find the necessary knowledge for managing the growth of a company, since the government has all the necessary infrastructure to facilitate support in the growth of this, through its different dependencies and its highly qualified experts.
Consultants.- These, like research institutes, are a good option for acquiring knowledge when there is no internal department, but unlike research institutes, consultants are specialized, essentially in design, quality and production.
Headquarters.- When it comes to secondary companies, it is possible to obtain the necessary training (knowledge) from the parent company, since it has all the personnel with the knowledge required to carry out the necessary processes of the company.
- Individual scope:
This area analyzes the ability of the members of a company to carry out the processes and procedures that are required there, based on constant training, organizational learning and studies of the elements that make it up, as well as the importance that the company must have the implementation of organizational strategies for the generation and transmission of tacit and explicit knowledge among its employees.
Training of employees.- It is vitally important for the company to have identified the knowledge that its employees possess and that has been acquired through school studies, in order to make optimal use of it within the company.
Training courses.- It is necessary to constantly carry out training courses so that the knowledge acquired by the company is transmitted to the elements that make it up and also improve their performance, obtaining favorable improvements in processes, products and services..
Fairs, conferences, exhibitions.- It is essential within the transmission of knowledge to the company personnel that they can access fairs, conferences and exhibitions in such a way that they can be continuously updated, since the growth of the company is achieved through updating of each of the elements that compose it.
Incentives for training.- Within any company one of the main parts in the performance of its employees is incentives, so it is necessary for the company to grant an incentive program, these can be: economic, rotations to positions of higher rank and significant prizes (medals, trophies, recognitions, among others).
- Analysis of the information:
When integrating the 3 areas that constitute (internal, external and individual) the basis of the knowledge management model, it is necessary first of all to carry out an analysis of the information collected. It is in this part of the process where the information changes its value and is converted into knowledge through the elements described below.
Selection of information according to the needs of the company.- Of all the information collected in the 3 areas described above, it is necessary to classify and select (without discarding the information that is of interest to the company at one time) only that which present utility for the solution of problems and the conquest of the objectives of the company.
Decoding of the information.- Generally the information needs to be decoded in order to be able to transfer it to the company personnel, since it is not possible to fully understand it by all its employees, due to the concepts and language generally used in such information..
Conversion and / or creation of knowledge.- When collecting the decoded information it is time to give it the plus: “turn it into knowledge”, through the participation of trained personnel (engineers, consultants, research personnel such as doctors, or anyone with the knowledge necessary to make the data collected useful).
- Knowledge storage base:
Once the knowledge has acquired the necessary conditions to be transferred, it is first necessary to insert it into a knowledge storage base in order to classify it according to its interest and / or priority.
Knowledge classification.- The database is the tool that incorporates the knowledge that the company owns, acquires or generates. Knowledge must be classified to facilitate its transmission, either tacitly or explicitly.
Knowledge registration.- Knowledge is filed in the database in order to record errors and corrections made to facilitate future solutions.
- Knowledge network:
The knowledge network is made up of people from all departments dedicated to the task of providing solutions to the company's problems, proposes ideas and identifies key points to achieve the objectives and goals established in a short time and with benefits for the entire company, not just for a department.
• Interrelation of knowledge transfer with the areas: individual, internal and external.- The network is a communication platform between the individual, external and internal areas. Knowledge is transferred from the network to the areas and vice versa, thus maintaining a constant flow of knowledge throughout the company.
Coding or decoding for the transmission of explicit knowledge.- For its transmission, explicit knowledge is decoded or coded, adapting it so that it is assimilable by the elements of the company to which it is addressed, whether in the form of manuals, brochures or software.
Transmission and development of tacit knowledge.- The network transmits and develops tacit knowledge, through ideas, skills, experiences, conferences and courses.
Facilitates knowledge.- The most important part of the network is that it facilitates and transfers knowledge to the entire company, managing the conversion processes between tacit and explicit knowledge, facilitating the formulation and execution of projects, and also facilitating the solution to the needs of the company. Facilitating knowledge within the company depends on communication.
Implementation of knowledge.- The knowledge network involves one of its main functions to implement knowledge at all organizational levels of the company, that is, it transfers it to the degree required to maintain balance at all such levels. of necessary knowledge.
- Solutions:
Referencing solutions is talking about implanting and using knowledge, as a consequence solutions to the needs and problems of the company are provided, goals and objectives are met, thus generating knowledge.
Products.- The improvement in product specialization allows us to keep the market and open a new one.
Processes.- Improvements and adaptation of processes (reengineering) and implantation of new ones are produced to satisfy production or efficiency demands.
Services.- Improvements in the supply chain, improvements in warehouse logistics, on-time deliveries are obtained, there is satisfaction on the part of the client in the aspects of quality, information and specifications.
Environment.- Environmental regulations, adequate energy management, adequate waste management or implementation of new processes for their use are met.
Production.- Production goals set at the beginning of the model are met.
- Learning:
For companies to remain in force in the market, continuous learning is necessary through courses, lectures, training, software and other tools. A company that does not relearn runs the risk of becoming obsolete, which leads to its subsequent disappearance, which is why one of the main sources of the knowledge management model is learning, since generally for all companies the great successes come after a series of mistakes.
The learning can be presented in the first place in each of the employees (individual) to later form the internal learning, and thus be able to correct the mistakes made previously by the company.
Individual.- This learning is of primary importance within the company, because for there to be the possibility that the company improves, it is necessary for its employees to be continuously learning both from the failures they may have previously committed as well as from alternative routes to develop and acquire knowledge, which will be reflected in a better performance.
Internal.- Once the individual learning has been developed, it is necessary to integrate that of the entire company and revalue the internal knowledge that it possesses, re-entering the cycle proposed in the knowledge management model, which will constantly reduce the needs, as well as new objectives of higher value for the company than those already achieved will emerge.
- Competitive advantages:
The above solutions are transformed into competitive advantages, all derived from the management and generation of knowledge in the company. A systematic and continuous process of evaluating products and processes is achieved, thus identifying the best practices of the company. All these aspects make the company innovative and competitive.
Products.- Products are obtained with high quality standards and specifications superior to those of competitors.
Processes.- Processes are improved, increasing production and decreasing production costs.
Services.- We work efficiently focused on customer satisfaction and improve customer service times, circulating a high flow of information and communication.
Administrative.- All administrative processes are improved and streamlined, making the staff that works there more efficient.
Certification.- Important certifications are obtained due to improvements in products, processes and services such as ISO's, which gives added value to the company.
Market.- The possibilities of expansion and conquest of new markets are expanded, due to the 5 characteristics mentioned in this element.
Conclusions
The importance that the chemical industry represents for the economy in Mexico is indisputable. Given the current globalization framework, companies must strengthen and consolidate themselves, creating competitive advantages. Knowledge is the main asset of any company, its acquisition or evolution is always necessary and can be obtained through different sources. In the case of the chemical industry, as this is one of the main companies generating products for human consumption, knowledge plays a fundamental role, since the processes handled in it require a high degree of knowledge, since these processes they are generally intended to obtain products with a high degree of performance and precision.
The so-called areas presented in this knowledge management model are the main sources for obtaining knowledge and their existence is essential for any chemical industry, so companies must first review them in order to measure the resources they they have as far as intellectual capital is concerned.
According to the results obtained from the survey, the chemical industry has a lack of structured processes to achieve high competitiveness. Although the capital of an industry is based on large investors, in Mexico there is no formal process for these investments to be properly managed.
The Mexican chemical industry, unlike other countries, is characterized by the little research and development of its products, processes, and services, since scarcely do they have any department, be it engineering, R&D, design, and quality control, which derives at low quality and productivity standards. Likewise, companies are not aware of the intellectual capital they possess and the advantages it provides.
Knowledge management is a crucial factor in creating competitive advantages. Formalizing this activity through the implantation of models such as the one proposed in this work should be considered as a means to survive and prosper. The knowledge of a company must be identified, implemented, mastered, facilitated and disseminated to the length and breadth of companies in the chemical industry in Mexico, in order to become a company that learns and becomes smarter. Thus, the company undergoes a continuous process of innovation in its processes and products, adapting to the demands, needs and standards they require to create competitive advantages.
For the application of the knowledge management model, the full availability of the company where it is intended to be implanted will be necessary, since generally in the chemical industry in Mexico this practice is quite difficult, since such companies are managed with quite rigid structures that hinder their implementation or establishment. The proposed knowledge management model is a very useful tool, since it can observe the necessary elements to obtain competitive advantages for a company from its intangible assets, the most important assets being knowledge and its transmission.
For the development of the chemical industry in Mexico, the creation of this type of model is necessary, due to the importance that knowledge management, which is currently being developed in countries such as Spain, England and Brazil, has presented extraordinary results. The industries of our country are an ideal platform to take advantage of such knowledge management models and thus generate competitiveness with the so-called "first world" countries, because the Mexican industries have enough knowledge which is not used.
Bibliographic references
1. Ibero-American Network of Science and Technology Indicators (RICYT) / Organization of American States (OAS) / CYTED PROGRAM: "Bogotá Manual", March 2001.
2. The measurement of scientific and technological activities manual on the measurement of human resources devoted to S&T: «Canberra manual», organization for economic co-operation and development (OECD), Paris 1995.
3. Organization for economic cooperation and development (OECD): “Manual de Frascati”, Spanish Science and Technology Foundation (FECYT), 2002.
