Quality by Knowledge

摘要

A little more than two years ago I found myself wearing two hats—holding two positions at ECI Telecom, a 6,000-employee global corporation that develops, markets and manufactures telecommunication solutions. ECI's corporate management and most of the R&D and manufacturing activity are located in Israel. I not only managed the quality infrastructures group, but I also led the small knowledge management team. I spent "60%" of my time in the first capacity, working on classical quality issues, such as quality data collection, quality reports, quality function deployment and perfor-mance metrics. The other "60%" was devoted to knowledge management projects, such as mapping internal experts, sharing knowledge within virtual teams and supporting reuse of knowledge. I switched between the two hats four or five times a day and treated each hat as a standalone job.