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Lean Sigma programs produce localized gains within corporations. The knowledge generated by these local successes should be manipulated by the organization, so that the gains can be replicated, and savings multiplied across the organization. However, why does knowledge often fail to be successfully manipulated within an organization? This paper discusses a case study analysis in knowledge manipulation activities of a multi- national consumer products company through the lens of the Knowledge Management (KM) Ontology. We then identify and document common obstacles, and offer potential solutions. | Knowledge shared is power: Utilizing knowledge management activities to replicate lean sigma best practices
