KNOWLEDGE MANAGEMENT IMPLEMENTATION FOR TECHNICAL CAPABILITY DEVELOPMENT IN SEISMIC STATION MAINTENANCE

• Main Author: Utomo, Yudhistira
• Format: Theses
• Language: Indonesia
• Subjects: Manajemen umum
• Online Access: https://digilib.itb.ac.id/gdl/view/42274
• Institution: Institut Teknologi Bandung

Indonesia sits on the Ring of the Pacific Fire which is geologically active and regularly hit by earthquakes. To detect earthquakes, the Indonesian government built many seismic stations. Currently there are 175 seismic stations in Indonesia. The Agency for Meteorology, Geophysical Climatology, BMKG, is an institution responsible for earthquakes and tsunamis. One of the seismic station systems was developed by the German research center for the geoscience agency, Geo Forschungs Zentrum, GFZ. There are 21 stations built by Germany through a system of grants from the German community in 2008 - 2010. In early 2011, PT Len Industri (Persero) became a BMKG partner for the InaTEWS treatment processing system. Len obtained the transfer of knowledge and technology to maintain seismic stations. In October 2011, Len received a maintenance contract from BMKG. At the end of the contract period, Len managed to carry out maintenance work for seismic stations properly, as indicated by the availability of systems for 21 seismic stations by 98%. For 7 years, Len always got a contract from BMKG to maintain a seismic station. However, management sees that there are several potential problems that will arise to the team. The root cause are the promotion or change of engineers in the team and knowledge is not stored in the organization. In parallel, customer satisfaction with Len has been formed. Therefore management took the initiative to build a Knowledge Management System to maintain the knowledge and maintenance capabilities of seismic stations and to transfer knowledge to new team members. Management is committed to the implementation of knowledge management. There is a gap in the understanding of management in view of the benefits of knowledge management. Every sub-activity has mapped knowledge in it. There are nine main activities, 92 sub-activities, three knowledge and 552 knowledge that must be captured and stored. The implementation plan has been divided by five phases. The schedule for completing all phases in the implementation plan requires one year. Sub-activities and knowledge mapping have benefits that can be used for other fields, such as project management, marketing and human resources.