Management consultancy organisations of the 21st century realise that they need to
move away from balance sheet accounting systems as the primary tool of management. Intangible assets, such as knowledge, skills and process assets, may be worth more than their physical assets, and require effective management to gain a
competitive advantage. Many models for process-improvement and knowledge management that currently exist could be used in leveraging organisational intangible assets. Though the intricate interaction between the domains of process improvement management and knowledge management is clear in current models, a
fully integrated model does not exist. The aim of this article is to demonstrate the
integration possibilities of process improvement and knowledge management in an attempt to improve the practices of both during the same exercise, using an integrated model.
AFRIKAANS: Bestuurskonsultasie-organisasies van die 21ste eeu besef dat hul moet wegbeweeg
van balansstaat gebaseerde rekenkundige stelsels as die primêre gereedskapstuk vir
bestuur. Ontasbare bates, soos kennis, vaardighede en prosesbates, mag meer
waardevol wees as fisiese bates, en moet effektief bestuur word om ‘n mededingende
voordeel te behou. Talle modelle vir prosesverbeteringsbestuur en kennisbestuur
bestaan tans en word ingespan om optimale benutting van die ontasbare bates te
verseker. Alhoewel die ingewikkelde interaksie tussen die velde van
prosesverbeteringsbestuur en kennisbestuur duidelik is in die bestaande modelle,
bestaan daar nie ‘n geïntegreerde model nie. Hierdie artikel demonstreer die
integrasie moontlikhede van prosesverbeteringsbestuur en kennisbestuur deur gebruik te maak van ‘n geïntegreerde model, sodat praktyke van beide velde
gedurende dieselfde oefening verbeter word.
