Fraunhofer-Institut für Produktionsanlagen und Konstruktionstechnik IPK

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Knowledge Management. Concepts and Best Practices

Larry Prusak (Executive Director IBM Institute for Knowledge-Based Organizations ): Knowledge Management, both as a practice and as a discipline, is entering i t's second decade, happily, without all the false expectations of any beginning movement, but with a growing and solid base of practice and theory on which to b uild. The volume that follows is a particularly fine example of how solid resear ch , good thinking, and a narrative approach can produce a very substantial argu ment for the continuing saga of KM. This second edition presents recent sur vey results from the EFQM and OECD as well as an overview of the results form th e First Global Delphi Study on The Future of Knowledge Management by the Fraun hofer Competence Center Knowledge Management and the Humboldt University Berlin. The book shows how the integration of knowledge management activities into th e daily business tasks is carried out, and how pro-active change management work s, which are the latest advancements in measuring intellectual capital and how t o assess the current state of knowledge management. The Best and Good Practice examples in Knowledge Management are completed with a recent study by the Benchm arking Center TECTEM at the University St. Gallen (Switzerland). Best practice s in knowledge management from leading companies like Aventis, Arthur D. Little, British Aerospace plc., Hewlett-Packard, IBM, Phonak, Roche and Siemens are des cribed for practitioners in different industries. More than 100 KM-Tools are lis ted and classified according to the main application area. The book concludes wi th an overview on research funded by the European Commission in order to make K M Made in Europe a reality.

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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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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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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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Simulation of product development processes

1998 , Krause, F.-L. , Raupach, C.

In order to achieve fast and efficient product development a lot of supporting tools have been developed in recent years. Tools to support collaborative work and virtual prototyping can be used optimally only if the underlying processes are restructured according to the functionality of the tools. Therefore the planning of product development processes considering the possibilities of the CA-systems becomes crucial for manufacturing industries. However, there are only a few systems to support the planning and validation of future product development processes. This paper describes a simulation system for a process oriented analysis of existing and planned product development processes. These processes have certain characteristics not to be found in other business processes, e.g. iterative loops, data and information management as well as uncertainty about the precise conduction of the processes. Taking these aspects into account the presented simulation system supports improvement effo rts and reengineering by analysing the existing processes and verifying planned processes both in early stages using a rough description and in later stages using a detailed product development process plan.

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Manufacturing philosophy for the new European factory

1993 , Mertins, K. , Albrecht, R. , Edeler, H.

In the last few years we had a sophisticated discussion about the factory of the future. This vision is mainly influenced by new market demands and organizational changes. The development has changed from CIM to Lean Production. After automatization of processes with computers new principles of teamwork, human communication, efficient use of ressources and continuous process improvement are under discussion. Especially the economic results of japanese automotive industry are spectacular: half the human effort in the factory, half the manufacturing space, half the investment, half the engineering hours and half the time to develop new products. But, are these effects direct results of an unique management philosophy? Or is Lean Production only a actual concept that may change in some years? Some generally successful used methods will be described in this paper.

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