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Rating: 
Summary: QUESTION TO WEB MASTER
Review: 0 of 1 people found the following review helpful: This book will help Japanese Society to enter New Era, October 24, 2000 Reviewer: teruo miyagawa (see more about me) from hiratsuka, kanagawa Japan Deming's TQC(Total Quality Control) and Kanban method were the key for Miracle Japan economy growth after World War Two. Japanese economy were struggling during 1990's decade, one of the reason is to ignore the power of the information structure, and depend upon the old paper information system, which speed cannot catch up with the society change speed. This book will help Japanese Society to enter New Era. Last month, Daiwa Bank's ex-board 11 members were ordered 830 million USD indemnity, because of Daiwa Bank New York officer's fraud. Snow Brand, Mitusbishi Moter, Bridgestone/Firestone, many companies are facing trouble by lacking Total data Quality Management. This book is really help for 21 centure enterprize direction. *** Seeing no voting buttons? To ensure fairness and impartiality, we allow you to vote only for other customers' reviews.*** WHY MY COMMENT IS NO VOTING BUTTONS? IS MY COMMNET NOT FAIRNESS AND IMPARTIALITY? LET ME KNOW. TERUO MIYAGAWA
Rating:
Summary: QUESTION TO WEB MASTER
Review: 0 of 1 people found the following review helpful: This book will help Japanese Society to enter New Era, October 24, 2000 Reviewer: teruo miyagawa (see more about me) from hiratsuka, kanagawa Japan Deming's TQC(Total Quality Control) and Kanban method were the key for Miracle Japan economy growth after World War Two. Japanese economy were struggling during 1990's decade, one of the reason is to ignore the power of the information structure, and depend upon the old paper information system, which speed cannot catch up with the society change speed. This book will help Japanese Society to enter New Era. Last month, Daiwa Bank's ex-board 11 members were ordered 830 million USD indemnity, because of Daiwa Bank New York officer's fraud. Snow Brand, Mitusbishi Moter, Bridgestone/Firestone, many companies are facing trouble by lacking Total data Quality Management. This book is really help for 21 centure enterprize direction. *** Seeing no voting buttons? To ensure fairness and impartiality, we allow you to vote only for other customers' reviews.*** WHY MY COMMENT IS NO VOTING BUTTONS? IS MY COMMNET NOT FAIRNESS AND IMPARTIALITY? LET ME KNOW. TERUO MIYAGAWA
Rating:
Summary: This book will help Japanese Society to enter New Era
Review: Deming's TQC(Total Quality Control) and Kanban method were the key for Miracle Japan economy growth after World War Two. Japanese economy were struggling during 1990's decade, one of the reason is to ignore the power of the information structure, and depend upon the old paper information system, which speed cannot catch up with the society change speed. This book will help Japanese Society to enter New Era. Last month, Daiwa Bank's ex-board 11 members were ordered 830 million USD indemnity, because of Daiwa Bank New York officer's fraud. Snow Brand, Mitusbishi Moter, Bridgestone/Firestone, many companies are facing trouble by lacking Total data Quality Management. This book is really help for 21 centure enterprize direction.
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Summary: Focus First on Knowledge and Data to Avoid IT Stalls
Review: IT has often had it backwards, such as when companies seek to automate what already adds little value. If the data are degraded in the process, you fall back instead of forward. The downside risk is real, as is the upside opportunity. While many books talk in abstraction about knowledge management, this book provides a practical process that will vastly improve IT effectiveness. IT managers should read this first, as should their clients. I hope that this book will be but the beginning of an emphasis on first dealing with the problem, then looking for the right way to deliver and use the data while protecting them, then look at the software and hardware choices. I look forward to future books that provide even more examples of what can go right and wrong with the knowledge and data. This is the way that best practices should be spelled out. I also look forward to seeing how best practices will evolve in this field into future best practices. There is a lot of room for improvement.
Rating:
Summary: Focus First on Knowledge and Data to Avoid IT Stalls
Review: The book introduces how to apply information and knowledge to improve the organization's productivitiy. The authors not only provided soltuions with their industry practices but also armed with theoretical/business models. An excellent book that is suitable for both business professionals and academic.
Rating:
Summary: Timely, insightful dialogue on quality and knowledge
Review: This book succeeds in promoting a dialogue about information quality and knowledge management. This is a timely and useful undertaking. It contains an original synthesis of best of class ideas on information, quality, and knowledge. In a way, it is an argument by analogy. The language of total quality management of physical products is applied in detail to information and information products (knowledge). This can be seen in the way information is described as being "fit for use" (p. 43). This is the language of the uniform commercial code (UCC) where material products are "fit for use," a use incidentally which is often covered by warranty and conditions of legal liability (not studied here). Chapter One proposes that by boot-strapping quality information the creation of knowledge occurs. The implication: knowledge is information that satisfies the quality attributes so that it is fit for use. In my reading, knowledge is explained as - reduced to - quality information. Chapter Two makes the case for managing information as a product -- the product being reusable knowledge. Chapter Three drills down into the sixteen quality attributes of information - attributes like complete, unambiguous, meaningful,correctness. This builds on the work of one of the authors (1). A framework is provided for formalizing how computer systems succeed (or fail) in representing the world about which data is captured. This perspective on information quality changed my way of viewing information. The authors claim is the framework is ontological (p. 35) - having to do with the order and structure of reality in the broadest sense (p. 35). The authors may or may not be familiar with the early Wittgenstein and his reliance on Hertz's model building in physics (2). Nevertheless, this framework, in my opinion, is a productive and engaging one. Chapter Four looks at the survey method used to gather intelligence on how an organization is performing in terms of quality information. Chapters Five through Nine turn to the explicit dimension of knowledge management. Experience with Intranets by knowledge workers at IBM serve as examples. Here we get a new definition of knowledge as a capacity to perform -- a "core competency," which is explicitly invoked. The authors specify ten strategies for knowledge management, which include establishing methods, managerial visibility, collaboration, sharing best practices, and related. Thomas Stewart's (3) distinction between intellectual capital as human, structural, and customer capital is deployed and adds value to the discussion (p. 134). The text is peppered with many useful references, and it is a minor oversight, easily corrected, that Stewart is not included in them. Nevertheless, the fundamental insight endures -- the royal road from information to knowledge crosses the bridge of quality. In my opinion, the authors' work has enough integrity and coherence to withstand criticisms. The way they write about "hardening" knowledge is misleading. It is true that we do speak of "hard data." But "hardening" knowledge is easily confused with organizational Alzheimer's disease (p. 92) referenced elsewhere (clearly undesirable). The "hardening," however, is a positive feature. It refers to indexing, ormalization, preparation for reuse, and storing as an accessible asset in a library or database. That would ordinarily be described as the "systemization" of the knowledge. Further, no where do the authors say, "OK, here is our definition of knowledge . . ." Instead, several useful working definitions are provided: knowledge as quality information, knowledge as competency, knowledge as a "hardened," systematic product. The authors distinguish between "know-how," "know-what," and "know-why" knowledge (p. 62). This is a useful classification between factual, instrumental, and explanatory kinds of knowledge. Note, however, that each presumes an implicit definition of knowledge. In the final analysis, the most original definition of knowledge provided is -- When information has a suitable number of quality features, then that information becomes knowledge in the full sense. Knowledge is made relative to information; but gains in engagement with real world contexts. It acquires the dignity and respect we accord something when we say "we know . . ." rather than "we hope . . ." or "we believe . . ." While the theoretically inclined may find many problems with this approach, the result is a practical success. Knowledge is operationalized in pragmatic and instrumental terms; and that is indeed a valuable result. References (1) Wang, Richard Y. 'A product perspective on total data quality management,' Communications of the ACM, 4, 2 (Feb 1998), 58-65). See Computing Reviews, July 1998, Vol. 39, No. 7, p. 384 [9807-0554]. (3) Stewart, Thomas A. Intellectual capital: the new wealth of organizations , Doubleday, New York, 1997. See Computing Reviews, December 1997, Vol. 38, No. 12, p. 617 [9712-0981]. (2) Wittgenstein, Ludwig, Tractatus logico-philosophicus, trans. D.F. Pears and B.F. McGuinness, Humanities Press, New York, 1971.
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