A manufacturer of pump systems needed to improve the way it utilised knowledge gained in practice. Although there were defined processes for returns, warranties and service, the documentation of this knowledge was inconsistent, decentralised and poorly linked to other operational knowledge. Valuable experience was lost as a result, which hindered organisation-wide learning and continuous improvement.

First, the company's existing processes and documentation practices were analysed in detail. This was followed by qualitative investigations, including document analyses, exploratory and semi-structured interviews with employees from various departments, and workshops to jointly develop solutions. This approach provided a comprehensive picture of the current situation and helped to identify specific weaknesses and develop solutions.

The Bachelor Thesis revealed several key weaknesses: In some cases, documented processes deviated significantly from actual practice. The storage of information on the returns and warranty process and on the service process was unstructured and spread across different systems. In addition, there was no standard for systematically recording valuable experience and sharing it across departments. Based on this, concrete measures were developed: Updated process descriptions for the returns and warranty process as well as the service process, a form for structured cause analysis, and a recommendation for a concept for a centralised, standardised digital knowledge filing system. These measures ensure that relevant knowledge is accessible company-wide, improving traceability and supporting continuous improvement, making knowledge findable and usable.