Fraunhofer-Institut für Produktionsanlagen und Konstruktionstechnik IPK
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PublicationBusiness 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.
PublicationBusiness 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.
PublicationBusiness process reengineering - basis for successful information system planning( 1995)
;Mertins, K.Jochem, R.Many problems within enterprises appear as a consequence of both organisational and technological issues. The integration of processes regarding aspects of dynamics and concurrency during decision making is a key element for achieving flexibility. Changed tasks and timeframes have to be reflected by restructured process chains. The authors describe a methodology for integrated modelling of business processes, related organisational structures and information system support based on an objectoriented approach which is under discussion in ISO TC184/SC5/WG1 and CEN TC310/WG1 for standardisation. Examples of industrial application for different areas and a supporting modelling tool prototype are presented.