# Factors in the Relationship between Maintenance Engineering and Knowledge Management
## 4 Discussion
This creates motivation in the staff along with knowledge on new tools and acquisition, use and transfer of internal and external knowledge. \begin{table}
\begin{tabular}{p{113.8 pt} p{113.8 pt} p{113.8 pt}} \hline
**Studied Phenomenon Category** & \multicolumn{2}{c}{**Maintenance Operation Technicians**} & \multicolumn{2}{c}{**Maintenance Managers**} \\ \hline \multirow{3}{*}{**Knowledge Management Tools**} & Information and knowledge maps. & Maintenance audits. \\  & Agile and simple systems to capture experiences. & Energy audits. \\  & Mobile computing tools to capture images, videos and experiences. & Knowledge audits. \\ \hline \multirow{6}{*}{**Knowledge Management Series**} & Shortage of time to properly address important actions. & Shortage of time to properly address important actions. \\  & Cultural barriers. & Cultural barriers. \\  & Culture base on “own knowledge” not shared. & Maintenance staff involvement. \\  & Staff involvement. & Involvement of managerial team of the company. \\  & Greater use of informal knowledge mechanisms. & Greater use of informal knowledge mechanisms. \\ \hline \multirow{6}{*}{**Knowledge Management Series**} & Open and flexible proactive organizational culture. & Open and flexible proactive organizational culture. \\  & Participatory management style. & Participatory management style. \\  & Personal motivation of the employee. & Learning opportunity. \\  & Learning opportunity. & Organizational culture of maintenance area. \\  & Organizational culture of maintenance area. & Management style. \\  & Management style. & Physical space. \\  & media. & Management style. \\  & Use of knowledge manager related to maintenance activities. & Media. \\ \hline \multirow{6}{*}{**Observations**} & Handwritten personal notes which are not shared with the rest of the team, which hamper the transmission and use of knowledge between organization. & It is important to have knowledge on general management since it promotes the improvement in knowledge management and maintenance optimization, with a medium- and long-term vision. \\ \hline \multirow{6}{*}{**Results of Proper Management in Maintenance Activity**} & - & Capture of strategic tacit knowledge of maintenance technicians. \\  & Resolutions of critical breakdowns in shortest time (especially the non-cyclical ones). & - & Reduction of operating maneuver time. \\  & - & Facilitate sector change of staff substitutions. \\  & - & time reduction in new staff coupling. \\  & - & Capture and transmission of information of subcontractor companies. \\  & - & Share knowledge of employees that can be used by others to detect new improvement opportunities. \\  & - & Improved knowledge of equipment and facilities reliability. \\  & - & Improved knowledge for the detection and improvement of the efficiency actions. \\  & - & time optimization \\  & - & Self-learning improvement for solving problems in the factory itself. \\ \hline \end{tabular}
\end{table} 
Table 3: Tools, barriers and facilitators in KM in maintenance activity. Figure 3: Knowledge understanding framework in the maintenance activity. Table 3 shows the main categories that identify the different tools, facilitators and barriers in process of knowledge management.