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CASE STUDY“XEROX”

Rinaldy Zulkarnain 1601277044Erick Irvan 1601233761Chandra Yonatan 1601228585Tommy Christianto 1601230980Samuel Alfredo 1601219731Albert Gonta Santoso 1601219731Hendra Wijaya 1401095865Christhoper Denny 1601219712

Question 1

–Based on the Xerox’s short case, do you think “ providing incentive” is the best way for making KM work in the organization? Why or Why not?

Question 1


NOT, why ?

Question 1


NOT, why ? Mindset

Silos“Compete”

Question 2

–Explain the benefits and limitations of using “storytelling” for capturing tacit knowledge in the level of individual and group.

Question 2


BENEFIT Information from real time

Question 2


LIMITATION Can’t share it with all people

Question 3

• “Trish had been with the company only a few months, had no previous experience with copiers, and didn't even have the software on her machine.” However, Trish still win big points by using “storytelling” method. In your group opinion, do you think Eureka System still important to be used? As a matter of fact, she did not use the system but she captured the knowledge.

STILL IMPORTANT

Can share knowledge to everyone who need the knowledge

• For example, in Brazil a customer had problems with a Xerox DocuColor 40 production color copier/printer to the point where the technicians were going to replace the $40,000 machine. Using Eureka, the technicians in São Paolo discovered a tip from Canada that suggested replacing a 90-cent connector. The technicians replaced the connector and fixed machine. That tip was sent back to manufacturing and the problem could be remedied at the source. A little knowledge, insight and experience went a long way toward the bottom line and customer satisfaction.

Question 4

• Search about “Eureka System and Xerox” in the internet, and write detail explanation about the use of Eureka System at Xerox

Eureka System and Xerox

Eureka System and Xerox

Eureka allows Xerox's support organization to create and reuse intellectual capital.

Work involves sharing

• In the Eureka project, Xerox social scientists and computer scientists teamed with the service technicians to create a system that would grow community knowledge through a knowledge-sharing process. Within each stage of the process, Xerox had to understand the community of practice and design a system that honors the practice and makes sharing knowledge an intuitive part of the normal work process.

• Technicians frequently invent new solutions, write up cheat sheets, incorporate solutions into stories, and quiz each other about technical problems. Using Eureka, service technicians around the world enter their insights into a database, creating documents that include the author's name, the context of the problem, and the solution that was developed. Peers review and validate the insights that are then used as new knowledge in the field. As the solutions are used, a success rate is developed for each. The success rates can be used to help find the most common problems and solutions.

• Xerox recognized that the work environment (e.g. work practices, incentives) is critical to the success of knowledge management and is much more difficult than implementing the technical solution. That alone is noteworthy. But Xerox also took the essential step of implementing such a large-scale system for a mission-critical business process. As evidence of Eureka's measurable effect, in France, where Eureka was initially field-tested, of the 1,300 service engineers, more than 250 service technicians have authored tips. Xerox France has lowered its parts usage and labor costs by more than 5%.

THANK YOU“The simplicity is the keynote of the elegance”

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