Managing knowledge within the manufacturing enterprise: an overview <s> Strategy and implementation <s> The study sought to understand the components of knowledge management strategy from the perspective of staff in UK manufacturing organizations. To analyse this topic, we took an empirical approach and collaborated with two manufacturing organizations. Our main finding centres on the key components of a knowledge management strategy, and the relationships between it and manufacturing strategy and corporate strategy. Other findings include: the nature of knowledge in manufacturing organizations; the relevance of (in)formal processes; top-down and bottom-up communication; taking ownership for information processes. We also make comments on the development of action plans for better knowledge management. The implications are that, for an integrated approach to knowledge management strategy in manufacturing organizations, involvement across the organization and at all levels is necessary. <s> BIB001 </s> Managing knowledge within the manufacturing enterprise: an overview <s> Strategy and implementation <s> There have already been a number of review articles that focus on product development, but none on process development. Process development is technically difficult, time-critical and competitively important, thus worth being explored as a distinct unit of analysis. This paper develops a theoretical framework to fill this gap in knowledge based on a comprehensive literature review. Five objectives for process development are summarised to align with the goal of product realisation, and 12 enablers (including intra-functional enablers, inter-functional enablers, and learning enablers) are identified and discussed. The authors first locate process development in the product realisation process (including product design, process design, process execution and process improvement) and draw necessary parallel factors between product design and process design as a foundation. Then the attributes of all relevant literature are organised and general principles for successful performance of development projects are... <s> BIB002
Bohn presents a framework for measuring and understanding technological knowledge -that is, knowledge about how to produce goods and services  . This is an early example of knowledge management in manufacturing, and is one of the papers included in this review that fell outside the search. It is included as a well cited foundational text that defines many of the issues relating to knowledge management in the manufacturing domain. Shaw and Edwards propose a method that supports design and negotiation of strategic action plans for manufacturing KM strategy. They apply a workshop method, with a computer based decision support system and a brainstorming software package BIB001 . Wanga studies the implementation of KM in a UK SME. The KM implementation helps the firm (consultants) to generate proposals faster. They can access lessons learned and best practices stored in the repository. The approach is facilitated by IT technologies. A main problem is lack of time to deal with the separate KM system needs  . Honga et al. suggest that as the role of design engineers expands, the clarity of project targets increases. This increases the extent of shared knowledge about customers. Together these factors can enhance productivity. Design engineers are in a position to integrate manufacturing at the conceptual stage because they possess the knowledge to enable it within a cross functional team setting  . Morton et al. developed a management support tool to show the impact of relationships at the boundaries of internal and external activities. The informal network is crucially important in avoiding barriers and delays imposed by the formal structure . Mapping the informal (social) network is a key feature of the tool. Lu and Botha suggest that manufacturing process development should be viewed as a strategic function for competitive edge, and as such, specific measures should be applied to improve performance. Process design objectives include: product and process quality, smooth and fast ramp-up, cost performance, fast product realisation, and sustainable competitiveness (innovation) BIB002 .