# Factors in the Relationship between Maintenance Engineering and Knowledge Management
## 1 Introduction  
The term industry 4.0 promotes knowledge management in all departments of an industry. But within the maintenance departments of companies, this is difficult due to the way in which their technicians are used to working based on their experience and not upon sharing and explaining their knowledge of operating. The reliability, availability, maintainability, security and operational costs are the base for maintenance performance. It is noteworthy the human factor role in the operability [1, 2] due to the tacit knowledge generated by the maintenance activities and staff. Industry 4.0 will generate new services and products, increasing productivity and new qualified jobs in the industry. Faced with this transformation, people from all departments of an industry must have new skills and competencies to work in Industry 4.0. This will require a qualification and knowledge management for companies [3, 4]. Maintenance departments within companies operate with technicians with high knowledge based on their professional experiences, with a high component of tacit knowledge and, traditionally, with null knowledge management policies [2]. Knowledge is the capacity to act, process and interpret the information for generate more knowledge or solve specific problem [5]. Nowadays, knowledge and ideas are the components for the growth and change of companies and sectors where the use of traditional resources is limited. The strategic management of the companies is based on knowledge, where the intangible assets are more valued compared to the active assets of the companies [3, 6]. Therefore, knowledge is considered an important intangible component in companies [7]. A deepening in measures of maintenance services will lead to energy efficiency and a production improvement [8, 9]. As is well known knowledge about facilities is important in maintenance services as it the key to transform tacit knowledge into explicit knowledge. To create an intangible value in knowledge and solve new actions, a change in the knowledge-based model and learning are required which will make the organization more efficient by focusing on learning and innovating. The knowledge is a strategic factor and a useful solution tool [10; 11]. To deepen the study in tactic actions of industrial trades creates an efficient improvement and a reduction in a company's costs as unwanted actions will not occur such as production interruption, energy loss, efficiency loss or systems and facilities reliability. Experienced staff is a key component in the company as the reliability of the systems are directly related to them [12; 13] and with their personal knowledge the improvement in knowledge organization can be achieved [14; 15]. To transfer knowledge into newly incorporated staff the subcontracting of industrial services is efficient as this reduces external rotations, and this methodology is a medium-term activity due to the lack of time to transfer information [16; 17]. The operational impact of the maintenance actions affects the company and its tactical actionsdirectly, so condition verifications are necessary in order to obtain knowledge [18]. Knowledge managements implies the use of practices with difficulty in observation and manipulation or are unknown to those who possess them. In Figure 1, it can be seen the different factors that affect maintenance:  
There are two types of knowledge: tacit and explicit knowledge, and both present a dependency on each other [19]. Tacit knowledge is the one gained with experience [20] in contrast with explicit knowledge which can be transferred by formal and systematic sources, such as, computer software or diagrams. In maintenance engineering, there is a transformation of tacit knowledge (individual level) into explicit knowledge (group and organizational level) [21]. Once the knowledge is explicit, it turns into tacit knowledge by the action of internalisation by the members. This process generates four phases: Socialization, outsourcing, combination and internalisation.