Process Management

Today`s complex and dynamic logistic processes are largely addicted to the efficient management of relevant information. Integrated into centralised planning and control structures, the flow and management of information is mostly handled in separate processes or sub processes. This proceeding results in an additional effort for the information processing and in corresponding delays during the process execution. This is especially the case for mobile work processes. Wearable computing systems offer the possibility to use modern information and communication technologies for a direct integration of the information processing and information management into the mobile work process. In this way the mobile user is discharged and able to concentrate on his logistical main task.

Particularily in local processes the search for and dispersion of information as well as the recognition of experts, resources and their availability all takes place by direct social interaction. In distributed time-constrained processes or decentralisable, formal processes employees have to question this information , especially if problems arise. The adequate visualisation and navigation of this information is a reason for the fact that persons responsible for processes can quickly orientate themselves to be able to react adequately in an altered situation. This contribution develops a model for the simulation and visualisation of the collaboration in such situations by means of semantic nets and Web3D.

This article describes an opportunity to model actors and systems in various business processes into an overall model by using the technique of networking. To achieve this goal, an algorithm is introduced. Next, different metrics based on social network analysis, are described. These metrics are able to expose parts of the network which have a huge utilization and therefore the underlying process itself. With this technique it is possible for project leaders, managers and decision makers to analyze the processes for flaws, finding out capacities and to build new project teams together (staffing).

Although using CAM-systems effect the efficiency of manufacturing processes significantly, small and medium size enterprises often avoid establishing computer-aided systems for financial reasons. The IFW (Institute of Production Engineering and Machine Tools) develops a business concept for a cooperation of machine manufacturers, software manufacturers and engineering consultants. A collective supply of services for CAM-based optimization of manufacturing processes would enable small and medium size enterprises to use CAM-systems and simulations without high investments.

The global players of the aviation industry are shifting a growing shares of their value added to their subcontracters. New subcontractors must do considerable expenses to get accustomed to the special quality and security requirements of the aviation industry. This can be done as an EASA approved production organisation or as an extended workbench. The decision orientates itself at the specific activities required.

There is hardly a company that would not claim to be very flexible. Being flexible has become essential in today’s business world. It is a common misconception to consider high flexibility as the ability to compensate for weaknesses in processes or their design. On the other hand it is associated with the readiness or acceptance of the staff to cushion surges in needed capacity without additional expenses being incurred whatever induced the fluctuations. In times of market depression as we see today the narrow limits become blatantly apparent in the light of the current redundancy trend. If flexibility to such an extent is an important characteristic of manufacturers how and where can we see it? Proper process design which orients itself by the principles of simplicity and clarity is the core of highly flexible manufacturing systems. In conclusion by examining manufacturing processes of a low volume production the necessary prerequisites, the potential gains as well as limitations to ...

The integration of mechanical, electronical and informational components characterizes modern technical products. These mechatronic systems usually provide high product functionality by which the product complexity is increased. Handling this complexity confronts the manufacturer with technical but also organizational challenges. The improvement potentials of the existing development processes are analyzed as a possibility of facing the organizational aspects. For that reason a maturity model is developed that identifies the weaknesses in detail and shows the next steps for improving the interdisciplinary development process.

Integrating products and services to customized hybrid products can help firms to differentiate from their competitors. The essential value proposition of such bundled offerings can comprise usage-based selling (e.g. of machines) combined with guaranteed availability or the operation of customers’ complex production factors such as a complete assembly line. Operational efficiency is no longer sufficient for achieving long term success with hybrid products. Rather it is the way of interaction with customers which provides new opportunities for value creation. In the context of hybrid products the way of creating value for customers changes from a purely transactional view to a relational process. Accordingly, this paper addresses this change from a process-oriented perspective.

An important step of the production planning phases is manufacturing chain planning. In this phase the sequence has to be defined, in which a product is manufactured. The step should preferably be realized during the design phase to give feedbacks for the design department at the right time to initiate potential product changes. The following article introduces a system, which generates manufacturing chains in consideration of cost and tolerances. The focus is avoiding too close and cost intensive tolerances already in early manufacturing phases.

The paper describes a model conceived at the IMI for the management of product and process knowledge in complex multi-project environments. Coming from project and product-related approaches of project, program and portfolio management, an integrated model based on a universal product structure was developed which aims at supporting the transfer of product and process knowledge over enterprise hierarchies and thus to shorten the development time during the development process.