Fraunhofer-Institut für Produktionsanlagen und Konstruktionstechnik IPK

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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 .

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Quality-oriented design of business processes

1999 , Mertins, K. , Jochem, R.

Changing markets and innovative competitors force each company to study and improve its organization, its business processes and its technologies constantly. Whoever drops behind in these times loses market shares and endangers the long-term existence of the company. It is necessary to realign the entire corporate planning and design along the value added chain to speed up the business processes. All relevant user views, such as quality, organization, information systems, costs (controlling) and affected departments, have to be incorporated and should be studied regarding their interaction. When designing and executing processes to accept and employ a quality concept the decisive aspects are determined by the kind of information and by the active integration of all affected departments, divisions and staff members. On the other hand, the staff members must have a good knowledge of important business processes. The employees of quality planning should be "process advisors", i.e., quality management should be incorporated into the business process. The quality-oriented design of business processes described in this book supports this integration. The book is based on the results of the KCIM project "Scientific Basis and Contribution to the Standardization of CIM Interfaces" that was funded by the German Federal Ministry for Research and Technology. On this basis, we developed the concept.

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Integrated enterprise modeling: Method and Tool

1997 , Mertins, K. , Jochem, R.

Success is not a static figure; it has to be constantly secured anew. The adaptability to changing competitive requirements is becoming a crucial factor of performance. The company of the future needs to be oriented towards integrated and model-based planning to allow open, flexible and changeable structures and business processes. This paper introduces a model-based method and a tool to adapt the necessary strategies and measures purposefully and continuously to the changing market requirements within the framework of corporate planning.

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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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Integrated Enterprise Modeling

2000 , Mertins, K. , Jochem, R.

Success is not a static figure; it has to be constantly secured anew. The adaptability to changing competitive requirements is becoming a crucial factor of performance. The company of the future needs to be oriented towards integrated and model-based planning to allow open, flexible and changeable structures and business processes. This paper introduces a model-based method and a tool to adapt the necessary strategies and measures purposefully and continuously to the changing market requirements within the framework of corporate planning.

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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.

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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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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 .

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Publication

Integrated enterprise modeling. Reference architecture and methodology

1998 , Mertins, K. , Jochem, R.

Success is not a static figure; it has to be constantly secured anew. The adaptability to changing competitive requirements is becoming a crucial factor of performance. The company of the future needs to be oriented towards integrated and model-based planning to allow open, flexible and changeable structures and business processes. This paper introduces a model-based method and a tool to adapt the necessary strategies and measures purposefully and continuously to the changing market requirements within the framework of corporate planning.

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Beschleunigung wertschöpfender Prozesse. Ein Beispiel aus dem deutschen Werkzeugmaschinenbau

1995 , Mertins, K. , Schwermer, M. , Jochem, R.

Acceleration of value adding business processes. An example from German machine-too engineering. A basic requirement for production entrepreneurs is the new orientation of order handling along the chain of value adding to accelerate business processes. This article presents an example from German machine-tool engineering.

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