KNOWLEDGE MANAGEMENT AT SCHAEFFLER GROUP SINCE 2000

Schaeffler Group has approximately 66,000 employees at over 180 locations worldwide achieved sales totaling of 8.9 billion euros (2007). The group belongs to the leading suppliers of the rolling bearings industry worldwide and is a recognized partner of nearly all automobile manufacturers.

With its three strong brands - INA, LuK and FAG - the Schaeffler Group stands for a pronounced customer focus, innovative power and the highest possible quality. In 2007, approximately 66,000 employees at over 180 locations worldwide achieved sales totaling of 8.9 billion euros. The group belongs to the leading suppliers of the rolling bearings industry worldwide and is a recognized partner of nearly all automobile manufacturers.

Method and Tools for KM:

  • The Schaeffler Intranet – world-wide KM platform
  • The Schaeffler Taxonomy – unified and shared language for knowledge
  • Schaeffler Networks of Competence to share knowledge
  • Schaeffler Wiki – Collaborate, capture, document and share know how
  • Schaeffler Expert Debriefing – Transfer of knowledge and experiences before leaving the Schaeffler Group
  • International Knowledge Transfer projects

Corporate Knowledge Management – Alibi only, or a serious approach oriented towards value-adding processes?

  • The KM-Hypes are long over, the purely tool-orientation of KM and the wish to freely share knowledge gives way towards pragmatic and focused solutions.
  • A process-oriented KM approach supports knowledge workers right in their daily work.

Experiences from the long road  “Intranet-Webmaster”

  • towards “KM Services to support the business”

"Knowledge Management" is a contradiction: You can’t manage knowledge! Even less by a so-called “Knowledge Management Department

  • But managers can create a framework for knowledge transfer and knowledge sharing within their own environment!
  • Knowledge management is first of all a management task
  • The KM approaches at Schaeffler Group also use established HRM tools like management training, MbO, employee feedback) to sensitise and align the orientation of managers towards knowledge

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