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|Title: ||Enterprise modelling in support of methods based engineering: lean implementation in an SME|
|Authors: ||Wahid, B.M.|
Ajaefobi, Joseph O.
Weston, Richard H.
|Issue Date: ||2008|
|Publisher: ||Brunel University (© The author)|
|Citation: ||WAHID, B.M. ... et al, 2008. Enterprise modelling in support of methods based engineering: lean implementation in an SME. The 6th International Conference on Manufacturing Research (ICMR08), Brunel University, London, UK, 9th-11th September.|
|Abstract: ||Popular ‘methods-based’ approaches to engineering enterprises include: BPR,
Continuous Improvement, Kaizen, TQM, JIT, Lean and Agile Manufacturing.
Generally the industrial application of such methods-based approaches leads to long
lead-times, high costs, and poorly justified engineering projects that do not prepare
the organization for future change. These outcomes are to be expected because (1)
invariably Manufacturing Enterprises (MEs) constitute very complex and dynamic
systems that naturally require complex design and change processes and (2) current
methods-based approaches to organizational design and change are not analytically
Therefore the authors argue that a framework and modelling toolset are required to
facilitate ongoing and integrated application of methods-based engineering
approaches, providing underlying modelling structures and concepts to ‘systemize’
and ‘quantify’ key aspects of organization design and change. Unless suitable
decomposition, quantitative and qualitative modelling principles are used to underpin
an approach such as a Lean Manufacturing, deficiencies will remain. Often, MEs
adopt the “we need be lean” mindset without holistic understandings of causal and
temporal impacts of such philosophies on ME processes, resource systems and current
and possible future workflows. Enterprise Modelling (EM) partially addresses the
aforementioned problems and can support the development of robust understandings
about current enterprise processes and potential capabilities of systems. However in
general, current EM techniques are geared best to capturing and organizing relatively
enduring knowledge and data about any given organization but are themselves
deficient in respect to replicating and predicting dynamic system behaviors.
This paper presents a model driven approach to organization design and change in
support of methods-based engineering, applying Lean Manufacturing principles, with
a UK based bearing manufacturer. EM and various derivative Simulation Modelling
(SM) views were generated to display system behaviors under changing scenarios.|
|Description: ||This is a conference paper.|
|Version: ||Accepted for publication|
|Publisher Link: ||http://www.brunel.ac.uk/about/acad/sed/conf/icmr08|
|Appears in Collections:||Conference Papers and Presentations (Mechanical, Electrical and Manufacturing Engineering)|
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