Starting with building a knowledge platform
"I've always believed that knowledge is the fuel for organizational progress," Patrick said, recalling the founding vision of the DMS. He added with a smile, "To be honest, I never imagined I’d end up in knowledge management. But through this journey, I've found that the power of knowledge often lies in our daily work—within routine projects and conversations."

DMS is positioned as both a "knowledge integrator" and an "innovation accelerator." It is not just a repository, but a key driver of cross-departmental collaboration, technological innovation, and digital transformation. Through digital tools and standardized processes, DMS helps various departments systematically manage knowledge and valuable experiences acquired from daily work. When needed, the knowledge can be quickly retrieved and applied, reducing redundant development, improving R&D efficiency, and enhancing learning and knowledge transfer. "Knowledge management isn’t just about storage—it’s about usability," Patrick emphasized.

Turning experience into replicable innovation
To manage extensive knowledge assets, Patrick leads DMS using a dual-track model: centralized management and business group collaboration." The central team defines the Knowledge Management (KM) framework, develops KM systems and AI application functionalities, and promotes KM applications. They assist business group experts in capturing and uploading daily knowledge to the DMS. This approach ensures both consistency and professionalism while adapting to varied technical needs and application scenarios—maximizing practical value. "The essence of knowledge management is service. We want knowledge to be like air—everywhere, yet unobtrusive," Patrick explained.

However, the process of knowledge sharing has not been without challenges. Patrick admitted that the DMS has faced issues such as employees' reluctance to share, knowledge silos between departments, and uncertainty about where to begin with knowledge management. To address these, the DMS has introduced three solutions: an annual KM contest to incentivize participation, training sessions offering domain-specific KM solutions and consultative coaching, and personalized consultations via the “DMS Assistant.” Patrick said, "We hope knowledge sharing becomes a natural part of daily work, making knowledge a true organizational asset."2024 KM Contest online award ceremony.

Patrick believes that the value of knowledge management lies in breaking down departmental barriers and promoting innovation. He shared, "When helping business groups (BG), R&D units, and Core Team build a 'R&D Knowledge Repository' under the BG’s Technology Management Framework (TMF), we found design know-how, specs, and validation reports scattered across projects. Through structured organization and tagging, we significantly shortened the new product development cycle and enabled R&D colleagues to quickly find the best practice references."

Reflecting on the touching moments in promoting knowledge management, Patrick especially mentioned the collaboration with the Power and System Business Group (PSBG): "Initially, asking them to spend extra time organizing knowledge often met with resistance." However, he chose to start by understanding their daily work, listening to the challenges they faced in projects, and identifying where knowledge management could genuinely add value. "We didn't start by asking them to upload knowledge. Instead, we first asked: What do you normally do? What challenges do you face? These are actually the origins of knowledge." Through this interaction, the PSBG gradually shifted from resistance to acceptance and later actively participated in sharing and promotion. " That was a touching experience for me," Patrick said, smiling.The DMS team introduced KM applications in the quality management field at the DET SQMS Workshop.

Letting AI proactively deliver knowledge
With rapid AI advancement, the DMS has entered a new phase: Smart Knowledge Management. To enhance the accessibility and application efficiency of knowledge, the DMS is actively participating in the beta launch of the Delta AI Service, a joint initiative led by the AI Committee in collaboration with the CTO Office, DRC, IT, and DMS. The service includes three core tools: Delta AI Assistant, AI Service API, and the CHEK (CHatGPT-based Enterprise Knowledge Management System) in the DMS: Jarvis for Technology. The DMS plays a crucial role in knowledge integration and technical application.

For Patrick, this AI wave also brings new opportunities for knowledge management. "Generative AI injects fresh energy into knowledge management,” he said. “We hope to use AI technology to shift knowledge management from 'passive querying' to 'proactive assistance.' For example, Delta AI Assistant can assist colleagues with various Q&A, reports, translations, information integration, and even basic coding. DMS: Jarvis for Technology combines the BG’s TMF technology library with an AI engine to help technical personnel quickly locate key knowledge in complex R&D processes. These tools are not meant to replace humans but to make knowledge more visible, understandable, and applicable."

Patrick added, "These services are still in early trials, and there are certainly many imperfections—for example, technical optimization and GPU resource coordination. We need user participation and feedback to keep improving under the leadership of the AI Committee and the support of DRC and IT." Moving forward, the DMS will continue to focus on knowledge management, evolving from "knowledge storage" to "knowledge activation" and "smart enablement" with the assistance of AI technology. Knowledge will become not just a “database,” but a “real-time decision engine.” The generation and evolution of knowledge will become more dynamic, further unlocking AI's potential in knowledge mining and innovation triggering. "This is not just an evolution of knowledge management but also a milestone in the Group's digital transformation," Patrick said. "We hope that with AI, knowledge can become an active asset—fueling faster, smarter, and more sustainable innovation."Illustration of CHEK in a DMS application.

Staying true to the vision: driving knowledge management transformation with innovation and passion
Since joining Delta in 2000, Patrick has experienced transitions and challenges across departments such as voice recognition, NBD, and DRC. Seven years ago, he was part of the founding of the DMS. Throughout his journey, his belief in the value of knowledge and his passion for it have remained constant. He shared, "Delta is an environment that blends theory with practice. If you have ideas, the company gives you the chance to try and innovate. I’m living proof."

Recalling his early days at Delta 25 years ago, Patrick spoke with excitement: "When I first joined, if I encountered a problem the day before, I would be eager to come to work the next day to solve it. Making that kind of breakthrough was truly joyful." During the interview, his eyes shone with enthusiasm, and that original passion has clearly never changed. He also encouraged colleagues with his own experience: "Look for what no one else is doing but truly needs to be done. That’s often the real pain point—and the opportunity."

Despite rapid digital and AI advancements, Patrick remains rooted in his original mission: to empower the team with innovation and passion, making knowledge a driving force behind Delta’s continuous transformation.Patrick (3rd from the right) with DMS colleagues at the 2025 Senior and Model Employee Event.