IEEE proceedings of the 5th International Conference on Signal-Image Technology and Internet based Systems, Marakesh, November, 2009

## Learning From Profession **Knowledge: Application On Knitting**

Nada Matta, Oswaldo Castillo Navetty Charles Delaunay Institute, Tech-CICO Team, University of Technology of Troyes 12 rue Marie Curie, B.P. 2060, 10010, Troyes, France nada.matta@utt.fr, navetty@hotmail.com

## Abstract:

Knowledge Management is a global process in companies. It includes all the processes that allow capitalization, sharing and evolution of the Knowledge Capital of the firm, generally recognized as a critical resource of the organization. Several approaches have been defined to capitalize knowledge but few of them study how to learn from this knowledge. We present in this paper an approach that helps to enhance learning from profession knowledge in an organisation. We apply our approach on knitting industry. 

Key Words: Knowledge Management, profession memory, corporate memory, learning, Knitting. 

## 1 **Introduction**

Knowledge management is currently defined as a process of identification, formalization, disseminating and use of knowledge in order to promote creativity and innovation in companies. This process (Figure 1. ) takes into account the transformation and the evolution of tacit to explicit knowledge [10] and of individual to collective knowledge [5]. 

![0_image_0.png](0_image_0.png)

Methods stemming from the knowledge engineering (such as MASK, REX, KOD, etc.) and the computer supported cooperative work (such as QOC, DIPA, etc.) [6] were used in order to capitalize and make explicit knowledge in an organization. These methods allow defining corporate memories. A corporate memory is defined as the « explicit and persistent representation of the knowledge and the information in an organization » [6], [12]. We can distinguish several types of memories: profession memory, project memory and organization memory. The sharing and the appropriation of the corporate memories are still real blocking points within organizations. The methods of knowledge management are not sufficient to allow an effective appropriation of the knowledge by the actors of the company. However, the objective of a capitalization of the knowledge is indeed the sharing and the re-use of an experience with the aim of optimizing the process of organizational learning. The technologies of information and the communication (i.e. semantic web) can constitute a support for sharing. However, Knowledge sharing must be guided if we want to supply the good information at the right moment. Furthermore, the distribution of information is not enough to guarantee the re-use of the knowledge. One condition to reuse knowledge is to be assimilated by the actor that is integrated into his experiences and generate appropriate knowledge at any time in the action [11], [5].