Fraunhofer-Institut für Produktionsanlagen und Konstruktionstechnik IPK

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The business engineering process in a complex production environment

1997 , Mertins, K. , Edeler, H. , Krause, O.

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Publication

Model based analysis and reengineering of business processes

1995 , Mertins, K. , Edeler, H. , Schwermer, M.

When approaching targets like strenghtening productivity of the company by improving product quality, reducing lead time and optimizing market driven pricing. companies start to concentrate on their main business processes, on gearing all functions and ressources to the process they are involved in and on improving communication by sharing information widely within the processes. In the following the approach of Integrated Enterprise Modelling IEM using Object-Oriented Modelling Technique to model and to clarify the interaction of enterprise components will be introduced. The method will be explained as planning tool by an example. The example describes the optimization of future CAD/CAM-applications as a communication instrument within the process to develop gears.

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Object-oriented modelling and analysis of business processes

1994 , Mertins, K. , Edeler, H. , Jochem, R. , Hofmann, J.

Many problems within enterprises appear as a consequence of both organizational 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. To improve competitiveness, all efforts are traditionally concentrated on optimization of single functions - the enterprise is subdivided into a number of separate functions, which are easier to overview and control. This introduces a number of "interface" problems in organization and optimization of single functions at the expense of the manufacturing process and the organization as a whole. The integration of separated functions and the optimization of business processes require a higher degree of transparency within the organization. In consideration of the complex relationships - looking on the manufacturing enterprise as a network of functions modelling met hods have to be applied, to support, to ease and to systematize planning and integration of functions to business processes and to describe the related organizational structure. Suitable methods secure a common understanding of business processes and provide mechanisms for structuring the required information about processes and organization. The authors describe a methodology for integrated modelling of business processes, related organsational structures and information based on an object-oriented approach which is in discussion at ISO TC1 84/SC5/WG1 and CEN TC310/WG1 for standardisation. Examples of industrial application for different areas and a supporting modelling tool prototype are presented.

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The company-specific core-process

1994 , Mertins, K. , Edeler, H. , Sauer, O.

Since product innovations are imitated immediately, competitive advantage of product innovations does not last very long whereas the process of gaining competence and experience in development and production requires great efforts for all competitors. International competition forces European production enterprises to decide about their future manufacturing strategy. This decision turns out to be of vital importance. The strategy for European manufacturers has to be putting focus on producing only a carefully selected spectrum of strategic products and components. The decision whether to keep a component or an assembly that has to be produced in-house is a strategic decision and cannot be dealt with as an operative question. The division Systems Planning at the Fraunhofer Institute for Production Systems and Design Technology (IPK), Berlin/FRG has developed a method for enterprises of production industry to maintain and even improve their market situation by selecting the company's cor e assemblies and core components.

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Publication

Integrated enterprise-engineering

1996 , Mertins, K. , Edeler, H. , Krause, O.

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Integrated enterprise modelling - first step towards an enterprise-wide optimization of business processes

1994 , Mertins, K. , Edeler, H. , Jochem, R.

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Designing the company specific core process

1994 , Mertins, K. , Edeler, H. , Rabe, M. , Sauer, O.

Since product innovations are imitated immediately, competitive advantage of product innovations does not last very long whereas the process of gaining competence and experience in developing and producing requires great efforts for all competitors. International competition forces European production enterprises to decide about their future manufacturing strategy. This decision turns out to be of vital importance. The strategy for European manufacturers has to be putting focus on producing only a carefully selected spectrum of strategic products and components. The decision whether to keep a component or an assembly that has to be produced in-house is a strategic decision and cannot be dealt with as an operative question. The division Systems Planning at the Fraunhofer Institute for Production Systems and Design Technology (IPK), Berlin/FRG has developed a method for enterprises of production industry to maintain and even improve their market situation by selecting the company's core assemblies and core components. The elaborated method helps to structure and organize the production process.

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Plant reengineering through core process design

1995 , Mertins, K. , Edeler, H. , Rabe, M. , Sauer, O.

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Publication

Strategic selection of core components

1994 , Mertins, K. , Edeler, H. , Sauer, O.

Since product innovations are imitated immediately, competitive advantage of product innovations does not last very long whereas the process of gaining competence and experience in development and production requires great efforts for all competitors. International competition forces European production enterprises to decide about their future manufacturing strategy. This decision turns out to be of vital importance. The strategy for European manufacturers has to be putting focus on producing only a carefully selected spectrum of strategic products and components. The decision whether to keep a component or an assembly that has to be produced in-house is a strategic decision and cannot be dealt with as an operative question. The division Systems Planning at the Fraunhofer Institute for Production Systems and Design Technology (IPK), Berlin/FRG has developed a method for enterprises of production industry to maintain and even improve their market situation and their corporate value by s electing the company's core assemblies and core components.

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Core process design

1994 , Mertins, K. , Edeler, H. , Sauer, O.

To live a life beyond lean production European companies have to reorganize their structures using such strategic tools as value management, outsourcing and flexible manufacturing concerning their specific European characteristics. On one hand several methods have been worked out to support the make or buy decision process whether to keep services and the manufacturing of parts and subcomponents in-house or to buy them. Unfortunately cost oriented approaches like those based on transaction theory lack quantification of parameters because of traditional calculation- and controlling systems. Their practical use is yet limited. But during the last years it has become clear, that a proper use of make or buy concerning a corporations mix of strategies can strengthen its competitiveness. On the other hand various techniques help to structure the whole spectrum of parts into sets or part families to support the introduction of group technology or different forms of cellular manufacturing. Yet there still is a lack of methods that include both make or buy decisions derived from the company's stategy as well as the structuring of the production process based on the chosen core assemblies and components. The link between corporate and business strategies as described in the Swiss St. Galler management model (Gomez, 1993) and a set of criteria to identify a company's strategic 'make' components has been discussed in the previous paper. This article deals with a methodology to support the tasks on the modelling-/structuring level and the technological-/organizational level. The two mentioned papers describe a comprehensive approach to link the two issues of strategic make or buy and factory structuring and therefore support all tasks of comprehensive planning.

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