Strategy is in Knowledge Management(15)

Global Mando, strategy is in knowledge management

According to the company, productivity was estimated to escalate by more than 200% and 20 billion won-equivalent outcomes were achieved due to the global R&D knowledge management. Besides, Mando did full-page revision of its intellectual assets such as company codes, information system manuals and quality management system into a 'global Mando standard manual'. 

One of the distinguished aspects of the Mando's knowledge management is the unique performance evaluation indexes. Mando came up with its own evaluation tools which measure how much knowledge management contributed to the corporate performance on the strategic purpose.

Strategy is in Knowledge Management(12)

Global Mando, strategy is in knowledge management

Furthermore the center established and operated the optimal 'global R&D response system' by collecting customer demands and technology information in close cooperation with research centers in Beijing and India, technology centers in America and Germany. 

'Global Specification Management System' is the best example. From the planning stage to the mass production and quality control level, product information of both domestic and overseas investors and partners was efficiently exchanged throughout the whole process of product development.

Strategy is in Knowledge Management(11)

Global Mando, strategy is in knowledge management

In doing so, Mando shortened the required time for the development of new technology and invigorated R&D. At the same time, by compiling knowledge through community of practice activities, Mando encouraged all employees see and learn the know-how of in-house experts. 

Mando's knowledge management does not just stay in sharing, utilizing and creating corporate knowledge. Rather, it advances to global network which ties foreign investors and partners together. The central research center in Korea led the development projects of the new technology and global R&D. 

Strategy is in Knowledge Management(10)

Global Mando, strategy is in knowledge management

Right after the development project of the intelligent car began, in-house experts armed with related knowledge and experiences immediately rushed to the corporate research centers. 

These experts who had been at Mando at least over 5 years were the owners of core technologies in their own R&D (Research and Development) area. They acted as go-betweens to transplant their knowledge into co-workers who joined the development project.

Doshisha University introduced degree programs for international students(2)

Doshisha University newly launched two degree programs for international students as part of its globalization pursuit

The B.A. Liberal Arts Program at the Institute for International Education represents a coming together of world-class approaches to university Liberal Arts education. The institute combines private American liberal arts college atmosphere with an emphasis on building partnerships between students and professors in small classes. 

Depending upon personal preference, students can also select their own study cluster such as the 'Japanese Society and Global Cluster'. The ISTC provides students with an opportunity to learn Japanese industry's ethics and management practices as well as leading-edge technologies. 

It is important because international business communities still highly trust Japanese technology companies. There is little doubt that these companies have generated series of quality products through efficient R&D management accompanied by profound business moral.

Knowledge Network is Power(9)

'Global Mando', Knowledge Network is Power

Thanks to this innovation, Mando could dramatically reduce customer complaints and costs in quality control and inventory, all of which had caused big fraction in and outside of the organization. It is due to Mando's sharing of real-time information of domestic, overseas research centers and factories. 

This sharing also narrowed information gap and even expanded the knowledge scope of the organization. Throughout all these, Mando perfectly established a 'global cooperation system'. Moreover, Mando also cut down management cost and enhanced customer satisfaction by maintaining concrete production information and improving product quality. All of them led to the upgrade of Mando's global management capability.

According to the company, productivity was estimated to elevate by more than 200% and 20 billion won-equivalent outcomes were attained thanks to the global R&D knowledge management. Besides, Mando did full-page revision of its intellectual assets such as company codes, information system manual and quality management system into a 'global Mando standard manual'.

Knowledge Network is Power(8)

'Global Mando', Knowledge Network is Power

The central research center in Korea leads the development projects of the new technology and global R&D. Furthermore the center establishes and operates the optimal 'global R&D response system' by collecting customer demands and technology information in close cooperation with research centers in Beijing and India, technology centers in America and Germany. 

'Global Specification Management System' is the best example. Product information of both domestic and overseas investors and partners is efficiently exchanged throughout the whole process of product development, from the planning stage to mass production and quality control level. 

In the same context, PLM program enables research centers, domestic factories and overseas investors to share information on technology, parts development and product specification management.

Knowledge Network is Power(7)

'Global Mando', Knowledge Network is Power

These experts who have been at Mando more than 5 years are the holders of core technologies in their own R&D (Research and Development) area. They act as a go-between to disperse their knowledge into co-workers who join the development project.

In doing so, Mando shortened the required time for the development of new technology and invigorated R&D. At the same time, by stocking knowledge from community of practice activities, Mando encourages all employees see and learn the know-how of in-house experts. 

Mando's knowledge management does not just stay in sharing, utilizing and creating corporate knowledge. Rather, it advances to global network which ties foreign investors and partners together.

Strategy in Knowledge Management(8)

'Global Mando', Strategy is in Knowledge Management

According to the company, productivity was estimated to escalate by more than 200% and 20 billion won-equivalent outcomes were achieved due to the global R&D knowledge management. Besides, Mando did full-page revision of its intellectual assets such as company codes, information system manuals and quality management system into a 'global Mando standard manual'.

One of the distinguished aspects of the Mando's knowledge management is the unique performance evaluation indexes. Mando came up with its own evaluation tools which measure how much knowledge management contributed to the corporate performance on the strategic purpose.

Starting in 2006, Mando designated the knowledge asset assessment and management system as the top priority of CKO (Chief Knowledge Officer). Consequently, Mando set up the overt goal and evaluated the performance of knowledge management, which brought the active participation of the employee and never-ending commitment of the management.

On top of that, Mando has changed the corporate culture so that employees can freely use the communities of practice into works. For example, through community of practice activities, employees defined what Mando's core competency was in terms of the competitive advantage and recreated core knowledge. Additionally, in pursuit of global communities of practice between oversea investors and partners, Mando widened knowledge management activities even outside the company.

Strategy in Knowledge Management(6)

'Global Mando', Strategy is in Knowledge Management

In doing so, Mando shortened the required time for the development of new technology and invigorated R&D. At the same time, by compiling knowledge through community of practice activities, Mando encouraged all employees see and learn the know-how of in-house experts.

Mando's knowledge management does not just stay in sharing, utilizing and creating corporate knowledge. Rather, it advances to global network which ties foreign investors and partners together. The central research center in Korea led the development projects of the new technology and global R&D. 

Furthermore the center established and operated the optimal 'global R&D response system' by collecting customer demands and technology information in close cooperation with research centers in Beijing and India, technology centers in America and Germany.

'Global Specification Management System' is the best  example. From the planning stage to the mass production and quality control level, product information of both domestic and overseas investors and partners was efficiently exchanged throughout the whole process of product development.

Strategy in Knowledge Management(5)

'Global Mando', Strategy is in Knowledge Management

As an example, let’s talk about the intelligent car project which was under development at that moment. The central research center was deeply involved in advanced development. In other words, the central research center mainly provided the concept of technology and devised necessary electronic and controlling technology. 

Furthermore, the center performed prototype tests as well. In the meantime, once the quality and specifications of a product fixed, local research centers took the responsibility of the mass production and after sale services.

Right after the development project of the intelligent car began, in-house experts armed with related knowledge and experiences immediately rushed to the corporate research centers. 

These experts who had been at Mando at least over 5 years were the owners of core technologies in their own R&D (Research and Development) area. They acted as go-betweens to transplant their knowledge into co-workers who joined the development project.

Doshisha University launched degree programs for international students

Doshisha University newly launched two degree programs for international students as part of its globalization pursuit

Doshisha University in Kyoto has been gathering pace for its ongoing journey to globalization. Upholding 'Internationalism' as its educational principle throughout the 136-year-long history, the school has been credited to play an important role in promoting the globalization of higher education in Japan. As a result, Doshisha University was chosen one of the 13 core universities for Japanese government's 'Global 30 International Education and Research Initiative' in 2009. Professor Nobuhiro Tabata, Vice President of Doshisha University disclosed: "Today in nearly every aspect of society we face issues that are global in scale. As citizens of the world, Doshisha University is committed to providing as high a standard of education as possible relevant to the challenges of future generations and prepares citizens to act with greater awareness and understanding of these challenges."

In fact, a variety of new undergraduate and graduate degree programs are offered for international students at Doshisha University. Among them, two recently launched courses of 'B.A. Liberal Arts Program' and 'International Science and Technology Course(ISTC)' catch the eyes of overseas students most.

The B.A. Liberal Arts Program at the Institute for International Education represents a coming together of world-class approaches to university Liberal Arts education. The institute combines private American liberal arts college atmosphere with an emphasis on building partnerships between students and professors in small classes. Depending upon personal preference, students can also select their own study cluster such as the 'Japanese Society and Global Cluster'.

The ISTC provides students with an opportunity to learn Japanese industry's ethics and management practices as well as leading-edge technologies. It is important because international business communities still highly trust Japanese technology companies. There is little doubt that these companies have generated series of quality products through efficient R&D management accompanied by profound business moral.