The implementation of knowledge management in bakery is a process, with a common saying: knowledge management has only a starting point and no end point. In order for knowledge management to play its due value, it cannot be accomplished overnight, it needs to be sustained. At the beginning of knowledge management work in a bakery, there are often high expectations for it. But with the progress of the work, especially when encountering certain resistance or difficulties, the realization of the expected work objectives of knowledge management may be delayed, postponed, or even changed. At this time, many people will question the knowledge management work, and think that what they are doing now is really the "knowledge management" originally envisaged. In this regard, we can "reflect" on the work of knowledge management, and then re-examine its value, goal and vitality. The reflection work can be carried out from four aspects:

Cost

A management work must have management costs, and many bakery bakeries have insufficient analysis of their potential costs when implementing knowledge management. , which also reflects insufficient expectations for future earnings. The biggest resistance to the implementation of knowledge management will be the change of personal work habits. It turns out that everyone has adapted to and got used to the current way of working. To integrate the methods and tools of knowledge management into actual work will naturally make everyone feel "uncomfortable". , which may be insufficient in terms of work cooperation, thus causing difficulties in the implementation of knowledge management. Therefore, our bakery needs to analyze and pay attention to the potential costs that may exist at all times during the implementation of knowledge management. For example, to ensure the implementation of knowledge management, it is necessary to reach a consensus, which requires the internal organization of many training and seminars on knowledge management, and the training cost needs to be clearly considered. At the same time, the cost of short-term productivity loss due to the introduction of new tools/methods also needs to be considered.

Value

There is no doubt that knowledge management is valuable to bakeries. But it needs to be clear that there are layers in the bakery: decision-making, management, and grassroots/operational layers. Therefore, we need to further clarify: What is the value of the ongoing knowledge management work in the bakery for each level? For which level is the value reflected the most obvious and greatest? If there is no good value positioning, the next knowledge management work is bound to "grab the eyebrows and beards", and there is no focus. This will not let everyone feel the value of their work in the short term, and at the same time, in the long run, it is not conducive to the gradual progress of knowledge management work. push. Therefore, after working on knowledge management for a period of time, it is necessary for us to think further: Who is the knowledge management we are currently serving for? What is the value given to them?

Goals

After determining the value proposition, it is necessary for bakery managers to define specific work goals for different levels of needs. From a long-term perspective, at the beginning of knowledge management work, everyone has a good blueprint in mind, but this is only possible over time. So, from now on, what specific and achievable goals do we need to set? In particular, it is necessary to set different goals related to time according to the needs of each level, and clearly tell everyone which level can be achieved or what goals should be achieved through knowledge management within a unit time. In this way, associating achievable goals with the value of future benefits can let more people know how we should start from reality step by step to the realization of our long-term goals.

Vitality

In order to maintain its vigorous vitality, knowledge management cannot be separated from the combined effect of two factors. tightly integrated. It can be imagined that the internal staff of the bakery will actively participate in the knowledge management process, and solve the problems encountered in the actual work through knowledge management tools/methods, which will naturally form a higher and higher knowledge culture internally. Ambience. However, in order to achieve this goal, on the one hand, it is necessary to fully mobilize the enthusiasm of everyone to participate, so that everyone can feel the value of knowledge management through some specific work in a short period of time - for example, by forming a number of knowledge maps internally, so that everyone can search for information. can be faster and more efficient. On the other hand, it is also necessary to establish internal benchmarks, so that individuals/departments that have done well can convey the meaning and value of knowledge management work to everyone on different occasions, so that more people can "empathize". At the same time, while mobilizing the enthusiasm of employees to participate, it is not possible to stay in the so-called "sports-style" work style. It is necessary to further consider how specific business and knowledge management can be combined, whether it is through mandatory means of restraint or based on employees' spontaneous participation. It is necessary to ensure the close integration of knowledge management and business in a short period of time. Only in this way can more people generate knowledge and apply knowledge in actual work, rather than simply waiting for knowledge, just a recipient.

In these aspects, in-depth thinking is required when carrying out knowledge management work in bakery shops. However, after the knowledge management work has been implemented for a period of time, it is necessary to rethink, adjust the goals, and determine the value, so as to better ensure its more vigorous vitality, and also ensure the continuity and effectiveness of the knowledge management work.