Now showing 1 - 10 of 21
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    Architectures, Methods and Tools for Enterprise Engineering
    ( 2000)
    Mertins, K.
    ;
    Jochem, R.
    In today's highly competitive global economy, the demand for high quality products manufactured at low costs with shorter cycle times has forced a number of manufacturing industries to consider various new product design, manufacturing, and management strategies. Recently, due to the rapid advances in Information Technology (IT), new paradigms have successively emerged such as CIM, JIT, lean manufacturing, Concurrent Engineering, Business Process Engineering and more Enterprise Engineering (EE). Enterprise modeling is currently in use either as a technique to represent and understand the structure and behavior of the enterprise, or as a technique to analyze business processes, and in many cases as support technique for business process reengineering. However, EM architectures and methods for Enterprise Engineering has also to cover the integration of quality, information system, cost , human and organizational aspects and to has to support the Enterprise Engineering process from goal and requirements definition up to implementation and operation [9]. This paper provides an overview of architectures, methods and tools for Enterprise Engineering. It then points out substantial results achieved so far as well as presents a methodology and a related tool in more detail, which supports all phases and aspects of Enterprise Engineering .
  • Publication
    Methods and Tools for Enterprise Engineering
    ( 2000)
    Mertins, K.
    ;
    Jochem, R.
    At the current state of technology, we can claim that Enterprise Modeling (EM) based and commercially available tools is now a reality in many large companies. Enterprise Engineering practices are developing and force enterprises to adopt systematic engineering procedures mainly based on models [9]. Enterprise modeling is currently in use either as a technique to represent and understand the structure and behavior of the enterprise, or as a technique to analyze business processes, and in many cases as support technique for business process reengineering. However, EM architectures and methods for Enterprise Engineering has also to cover the integration of quality, information system, cost , human and organizational aspects and to has to support the Enterprise Engineering process from goal and requirements definition up to implementation and operation. This paper provides an overview of architectures, methods and tools for Enterprise Engineering. It then points out substantial results achieved so far as well as presents a methodology and a related tool in more detail, which supports all phases and aspects of Enterprise Engineering .
  • Publication
    Integrated enterprise modelling. A method for the management of change
    ( 1999)
    Mertins, K.
    ;
    Jochem, R.
    Changed competitive conditions issue new challenges to small and medium-sized enterprises. Organisation and qualifica-tion of employees have to be adjusted to the modified situation. If the only steady factor is change, the management of change is going to be the outstanding role of leader. The successful structuring of change processes requires powerful methods and tools: (I.) to make business processes transparent and lean; (II.) to find a common corporate language based upon customers benefits and shareholders value; and (III.) to bring together process know-how in a central information base. This contribution summarises the experiences from several projects. We will show how the synchronisation of necessary reengineering measures makes corporate knowledge active, for example to improve the shareholders value, reduce investment costs, and shorten the duration of projects. As successful examples we present two medium-sized companies.
  • Publication
    Business process modeling. Basis for change management
    ( 1999)
    Mertins, K.
    ;
    Jochem, R.
    The globalization and changing conditions of markets and competition force enterprises to rethink decisions on all levels of the company and overcome the prevailing tayloristic ways of thinking and working. The processes must be condensed and sped up. Time traps and waste of resources have to be localized and eliminated. The control of the chain of added value will be the decisive factor of success. If small and medium-sized companies wish to secure their competitiveness in a new environment they must be able to provide prompt advantages at competitive prices and services. This, however, requires: (I.) focusing on core business activities, (II.) transparent costs and processes, (III.) a change in the way of thinking, (IV.) qualified and motivated employees, (V.) efficient organizational structures and workflows, (VI.) quality (QM) and environment management (EM) systems that are used efficiently and updated regularly on a day-to-day basis, (VII.)overcoming grown structures when introducing data processing (DP) systems, and (VIII.) processes that are controlled by the market and are documented comprehensible. The efficient design of these changes is a must. It requires considerable investments and/or an additional burden on limited human resources. Handicaps are: organizational processes badly or insufficiently documented, insufficiently controlled department-overlapping transfer of experiences or know-how and missing backup and documentation of corporate knowledge.
  • Publication
    Business process modelling. Ways and methods for the management of change
    ( 1998)
    Tünschel, L.
    ;
    Mertins, K.
    ;
    Jochem, R.
    The globalization of markets, the temporary set-up of virtual companies and flexible manu-facturing networks change markets and competitive conditions. These resulting changes are: (I.) customized products and services (short time to customer benefit) and the shareholder value, (II.) the necessity for cost reductions and (III.) shorter innovation cycles. The changes force people on all levels of a company to rethink their activities and overcome the established taylorism in thinking and working that still prevail in most enterprises. Proc-esses must be leaner and faster. Time traps and waste of resources must be localized and eliminated quickly. One of the decisive factors of success will be to control and increase the value added by a company, either by focusing on core business areas, by increasing the efficiency of the organization, or by qualified and motivated teams of employees. If medium-sized companies wish to retain their competitive position in a changing environ-ment they m ust be able to provide an immediate use to customers at competitive prices and services. This, however, requires new ways of thinking, efficient organizational structures, and quality respectively environmental management systems that are used efficiently in daily business and are updated frequently. In addition, the processes and costs should be transparent, the processes should, on top of that, be set-up market-consciously and be documented understandably, and when introducing data processing systems, grown structures should be overcome.
  • Publication
    Integrated business, process modelling, analysis and supporting tools
    ( 1997)
    Mertins, K.
    ;
    Jochem, R.
    ;
    Jäkel, F.-W.
  • Publication
    Integrated modeling for quality management
    ( 1997)
    Mertins, K.
    ;
    Jochem, R.
    Documenting the existence of a certified quality management system is becoming a crucial factor of performance for many industrial companies. A certificate according to DIN EN ISO 9000ff. presupposes that the QM system conforms to set standards and that the system has been documented. Many companies look for ways to limit the documentation expenses on behalf of value adding design activities. One approach to this problem is the process-oriented setup of the QM documentation. This set-up can be developed from a computer-based enterprise model with a modeling tool automatically.