Fraunhofer-Institut für Produktionsanlagen und Konstruktionstechnik IPK
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PublicationArchitectures, 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 . 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 .
PublicationMethods 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 . 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 .
PublicationIntegrated 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.
PublicationModel 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.
PublicationFactory planning using integrated information and material flow simulation( 1994)
;Mertins, K. ;Rabe, M.Jochem, R.Planning and optimization of factories is a complex task. Information flow and material flow have to be studied in an integrative way in order to achieve highest quality standards of planning results. With the help of computer aided methods the authors suggest planning support by an enterprise specific reference model for the development of an information flow concept and by a material flow model for the development of a logistics concept. As information and material flow will influence each other very intensively, these models should base on a common kernel, which is described with the same modelling approach. The authors propose an Integrated Enterprise Modelling (IEM) method, which uses the object oriented modelling approach. Main features are the close relation between functions and data of an object (encapsulation), inheritance, and the class concept. With MO2GO (based on IEM) and MOSYS, IPK Berlin has developed two planning systems which justly fit the need of todays industrial p lanning requirements.
PublicationIntegrated enterprise modelling - first step towards an enterprise-wide optimization of business processes( 1994)
;Mertins, K. ;Edeler, H.Jochem, R.
PublicationCore 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.
PublicationObject-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.