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Modelling Framework to Support Decision-Making in Manufacturing Enterprises

DOI: 10.1155/2013/234939

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Systematic model-driven decision-making is crucial to design, engineer, and transform manufacturing enterprises (MEs). Choosing and applying the best philosophies and techniques is challenging as most MEs deploy complex and unique configurations of process-resource systems and seek economies of scope and scale in respect of changing and distinctive product flows. This paper presents a novel systematic enhanced integrated modelling framework to facilitate transformation of MEs, which is centred on CIMOSA. Application of the new framework in an automotive industrial case study is also presented. The following new contributions to knowledge are made: (1) an innovative structured framework that can support various decisions in design, optimisation, and control to reconfigure MEs; (2) an enriched and generic process modelling approach with capability to represent both static and dynamic aspects of MEs; and (3) an automotive industrial case application showing benefits in terms of reduced lead time and cost with improved responsiveness of process-resource system with a special focus on PPC. It is anticipated that the new framework is not limited to only automotive industry but has a wider scope of application. Therefore, it would be interesting to extend its testing with different configurations and decision-making levels. 1. Need for Responsive Manufacturing Enterprises Making well-informed decisions that lead to timely responses to change is vital to the long-term existence of many MEs [1–3]. Present day MEs cannot sustain if they concentrate only on their current set of products and services and on their current operational procedures, processes, and systems. Over shortening life spans of products the profits that can be gained from fixed production systems will vary significantly over time. Hence the long-term success of a company lies not only in the capabilities and attractiveness of its products but also in the product realising systems it uses to make products and in the processes it uses to engineer change to its product realising systems [4]. According to a survey of manufacturers [5], it is evident that many companies need to continue to transform their systems (see Figure 1). For instance, in 2006, 57% of manufacturers thought that new product development was a key priority in their business. This kind of enterprise transformation will often lead to needed changes in production lines, raw materials, and/or supply chains, and this was reported to be another strategic area of importance for 58% of manufacturers in 2006. There are many other


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