Strategy is in Knowledge Management(14)

Global Mando, strategy is in knowledge management

It was 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' in the most strategic way. 

Moreover, Mado also cut down management costs and enhanced customer satisfaction by maintaining the concrete production information and improving the product quality. All of them led to the upgrade of Mando's global management ability.

Strategy is in Knowledge Management(13)

Global Mando, strategy is in knowledge management

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

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. 

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.

Strategy is in Knowledge Management(9)

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.

Strategy is in Knowledge Management(8)

Global Mando, strategy is in knowledge management

The very secret of knowledge management, which constitutes the biggest part of corporate strategy, is found out in the flip side of Mando’s success story. First, in virtue of knowledge management, Mando initiated enterprise-level changes and innovation. 

Additionally, as a knowledge-based company, Mando enhanced its competitiveness in technology by sharing knowledge throughout the organization. Moreover, as a result of close cooperation between central and local research centers located all around Korea, great amount of new knowledge was endlessly being created.

Knowledge Network is Power(11)

'Global Mando', Knowledge Network is Power

Against this background, in application of SECI model , Mando's knowledge management can be analyzed as following:

- Socialization: From central and local research centers to manufacturing facilities both at home and abroad, all employees captured tacit knowledge such as know-how and perspectives. With untrapped mind, people at Mando accumulated and dispersed tacit knowledge step by step.

- Externalization: Externalization realized when Mando took strong initiatives in knowledge management in spite of bankruptcy. Through peer group sharing and dialogue, experts' tacit knowledge articulated and gradually translated to explicit knowledge into understandable and relevant form.

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(6)

'Global Mando', Knowledge Network is Power

Let us talk about the intelligent car project for example, 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 take the responsibility of mass production and after sale response.

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

Strategy in Knowledge Management(7)

‘Global Mando’, Strategy is in Knowledge Management

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

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 was 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’ in the most strategic way. 

Moreover, Mado also cut down management costs and enhanced customer satisfaction by maintaining the concrete production information and improving the product quality. All of them led to the upgrade of Mando’s global management ability.

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.