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Implantation of a Knowledge Management Program in an Energy Production Plant: The Strategy Utilized to Identify the Relevant Knowledge as well as the Associated Knowledge Practices

By Gustavo Daniel Roig-Sannemann, Eduardo Moreira and Elisabeth Gomes.

Published by The International Journal of Knowledge, Culture and Change Management

The provision of electric power is considered to be an essential service in all places where social development exists. Great suppliers must guarantee the properties of this product in the same measure as its continuity. A conglomerate of mechanical, electric and electronic equipment complexes forms part of the production plants. A highly specialized technical team is required to maintain and operate these production plants to strict standards of performance. Itaipu Binacional (one of the greatest hydroelectric power plants in the world, situated between Brazil and Paraguay and in operation since 1984 to attend the markets of Brazil and Paraguay), in 2001 commenced a program to renovate its personnel after its technical team reached an average age surpassing 50. The average time estimated for the formation of a technician (full performance of his functions) in this power plant is from 3 to 5 years. In combination with a personnel selection program, Itaipu is betting on a Knowledge Management undertaking as one of the most effective disciplines for organizing, preserving and consolidating the know-how acquired in more than 20 years of operation, as well as to develop future proficiency. A particular strategy for the identification of relevant knowledge was utilized to obtain a complete map of such knowledge. This map provided the basis for identifying both the existing knowledge practices and the non-existing ones. An analysis of the results revealed a great number of opportunities for improving the existing know-how practices. A list of priorities for actions of improvement was established, taking into consideration the practices that best support the strategies of Corporations.

International Journal of Knowledge, Culture and Change Management, Volume 8, Issue 10, pp.141-150. Article: Print (Spiral Bound). Article: Electronic (PDF File; 1.199MB).

Gustavo Daniel Roig-Sannemann

Internal Consultant, Technical Area, Foz do Iguaçu, Paraná, Brazil

Eduardo Moreira

Internal Consultant, Technical Area, Foz do Iguaçu, Paraná, Brazil

Elisabeth Gomes

Consultant, Manager of Competitive Intelligence and Knowledge Management, Rio de Janeiro, Brazil