<p>Enterprise Modelling (EM) tools are an important part ofevery EM application project. Continuous evolution of modellingmethods therefore requires efficient EM tool support. Extensiveefforts have been devoted to developing new EM tools andmodelling techniques. Considerably less attention has been paidto the aspects of acquiring and introducing EM tools inorganisations. Our grounded theory study shows that thisprocess is far from simple. It is determined by theorganisation's intentions regarding EM and by the situation inthe EM user organisation. As a contribution to this, we presentan EM tool acquisition process, which focuses on selecting anappropriate EM tool acquisition scenario for an organisation.This process has the following stages - assessing theorganisation, choosing an EM tool acquisition strategy, andfollowing the EM tool acquisition strategy. We support theprocess of evaluating the situation at hand by providingguidelines for assessing intentional and situational factorsthat influence the use of EM tools.</p><p>We also outline EM itself, along with its applicationprocess, and describe possible sources for gathering therequirements for an EM tool-set. Major requirements categoriesare discussed and analysed with respect to the goals andproblems regarding EM tools. Each category of requirements canbe satisfied to a certain degree, depending on theorganisational needs and various situational factors.</p><p>This grounded theory study provides two main contributions.Firstly, it proposes a systematic approach for EM toolacquisition supported by a set of guidelines.The approachenables an organisation to assess its needs of EM tools and itsown appropriateness for EM tool usage. As a result, an EM userorganisation is able to choose an EM tool acquisition strategythat meets the situation it faces. This is a contribution tothe overall success of practical use of EM methods and tools.Secondly, it provides an important baseline for future researchand theory building within the area of EM tool adoption andapplication. It also gives valuable information andrequirements for development of new EM tools and relatedservices.</p>

Enterprise Modelling (EM) tools are an important part ofevery EM application project. Continuous evolution of modellingmethods therefore requires efficient EM tool support. Extensiveefforts have been devoted to developing new EM tools andmodelling techniques. Considerably less attention has been paidto the aspects of acquiring and introducing EM tools inorganisations. Our grounded theory study shows that thisprocess is far from simple. It is determined by theorganisation's intentions regarding EM and by the situation inthe EM user organisation. As a contribution to this, we presentan EM tool acquisition process, which focuses on selecting anappropriate EM tool acquisition scenario for an organisation.This process has the following stages - assessing theorganisation, choosing an EM tool acquisition strategy, andfollowing the EM tool acquisition strategy. We support theprocess of evaluating the situation at hand by providingguidelines for assessing intentional and situational factorsthat influence the use of EM tools. We also outline EM itself, along with its applicationprocess, and describe possible sources for gathering therequirements for an EM tool-set. Major requirements categoriesare discussed and analysed with respect to the goals andproblems regarding EM tools. Each category of requirements canbe satisfied to a certain degree, depending on theorganisational needs and various situational factors. This grounded theory study provides two main contributions.Firstly, it proposes a systematic approach for EM toolacquisition supported by a set of guidelines.The approachenables an organisation to assess its needs of EM tools and itsown appropriateness for EM tool usage. As a result, an EM userorganisation is able to choose an EM tool acquisition strategythat meets the situation it faces. This is a contribution tothe overall success of practical use of EM methods and tools.Secondly, it provides an important baseline for future researchand theory building within the area of EM tool adoption andapplication. It also gives valuable information andrequirements for development of new EM tools and relatedservices. / <p>NR 20140805</p>

Changing conditions within an organisation's environment necessitate enactment of the strategy realisation process to produce relevant coping strategic intents to successfully reconfigure current, or potential, process networks to better exploit potential opportunities or minimise impacts of a potential threats. Literature regarding strategy realisation has not produced a coherent approach to describe and decompose the subprocesses of the strategy realisation, i.e., several different approaches have been taken to enact some components however there is no formal decomposition of such process. A revision of the strategy realisation literature was conducted and a formal decomposition model for the strategy realisation process was conceived. Various modelling tools, methods and techniques were surveyed to enable the underpinning of the proposed strategy realisation conceptualisation. Utilising a combination of static, causal and simulation modelling methods and tools, a research methodology was proposed to underpin aspects of the enterprise which would facilitate the decision making process of the strategy realisation process. Two case studies were identified in which the proposed methodology could be implemented. In the first case study, two differing strategic intents were analysed within the same organisation under opposing economic conditions. The second case study observed the implementation of a different system configuration to achieve a strategic intent. The strategy realisation process was studied using the described conceptualisation and the enterprise was modelled. Key variables, set by senior management were observed and quantitative analysis was undertaken and reported. It was concluded that the use of modelling methods providing quantitative and qualitative analysis facilitated the decision process within an organisation. A new conceptualisation of the strategy realisation process and the integration of modelling methods, tools and techniques were devised.

L’application efficace d’un modèle conduit à visualiser les processus de l’entreprise, à simuler leur fonctionnement et à mettre en place des actions pour améliorer leurs performances. Pour chacun des processus clés de l’entreprise une multitude de modèle est disponible. Nous proposons une méthode de modélisation unique qui permet d’augmenter la compatibilité de différents modèles entre eux et d’améliorer la cohérence de l’entreprise. La première étape de notre méthode de modélisation est de lister les primitives de chaque modèle et de donner une définition claire de chacune de ces primitives. La deuxième étape est l’écriture de la grammaire du modèle. Les règles de modélisation permettent, en effet, d’arranger les primitives selon un certain ordre et d’obtenir un modèle qui a du sens. La troisième étape est la vérification de la validité du modèle. Nous évaluons les performances du modèle par rapport aux services qu’il rend à ses environnants tels que le modélisateur, les utilisateurs ou le système réel. Nous déterminons, par une analyse fonctionnelle, la liste des fonctions à vérifier par le modèle pour que ses services soient atteints. Une étude théorique permet d’appliquer cette méthode de modélisation sur trois des processus inter fonctionnels de l’entreprise : le processus de Supply Chain Management (SCM), le processus de Product Lifecycle Management (PLM) et le processus de Customer Relationship Management (CRM). Nous avons ciblé ces trois processus pour avoir une représentation des quatre sous-systèmes de l’entreprise : le sous-système de Décision (représenté par les finalités de chaque processus), le sous-système Opérant (représenté essentiellement par le processus de SCM), le sous-système d’Information (représenté essentiellement par le processus de PLM) et le sous-système de Connaissances (représenté par les connaissances sur les processus). Les résultats obtenus sont liés au degré de maturité des modèles. Si le processus dispose de plusieurs types de modèles, notre méthode de modélisation permet de clarifier les objectifs de modélisation et d’orienter le choix du manager vers le modèle qui permet de les atteindre. Si le processus dispose de peu de modèles, notre méthode permet de proposer un modèle représentant les étapes du processus global, ses ressources, ses acteurs et les flux échangés. Dans la pratique, toute entreprise industrielle est organisée autour d’un processus qui devient le processus central dont les objectifs sont primordiaux à atteindre, mais cela n’empêche pas les autres processus d’être visibles. L’une des exigences est de conserver la cohérence de toute l’entreprise. Nous définissons la cohérence par deux facteurs : l’unité d’objectif et la compatibilité entre les flux d’information et de connaissances dans l’entreprise. Les conditions de cohérence sont appliquées dans le cas d’une entreprise industrielle sur les modèles de trois processus : le SCM, le PLM et le CRM. Les gains organisationnels sont de permettre une vision globale des étapes et des ressources nécessaires à chaque processus, de distinguer les interfaces et les échanges d’informations entre processus et de capitaliser les connaissances sur la construction, l’utilisation et l’amélioration de modèles. / Enterprise Managers have two important objectives: anticipating the enterprise evolution and mastering its transformation. As a consequence, different process models are available in research papers. But it is difficult to choose between available models and prove that the selected model can improve the enterprise performances. We propose a unified modelling methodology enhancing the models suitability and preserving the enterprise coherency. The first step of our methodology is to obtain a components list for each studied model and to provide a clear definition for each component. The second step is to clarify the syntactic rules that allow building the model. The model components have to be arranged according to a specific order to form a meaningful model. Process models validation is based on a Functional Analysis approach that acts as a guide in building process models. We focus our theoretical study on three processes: the Supply Chain Management (SCM), the Product Lifecycle Management (PLM) and the Customer Relationship Management (CRM). The four enterprise sub-systems are represented: The Decision Subsystem (through the finalities of each process), the Operations Sub-system (which operations are depicted in the SCM process), the Information Sub-system (represented by the information flow in the PLM process) and the Knowledge Sub-system (the knowledge flow in each processes is identified). The result of using our modelling methodology depends of the maturity of the models. If the process possesses different types of models, our methodology lists all the possible modelling objectives which facilitate the manager choice. If the process has few models, our methodology permits building a model depicting the process steps, its resources, its actors and the exchanged flows. The results of this theoretical study are evaluating existing SCM models, building new PLM models and sorting CRM models according to their aim into separate categories. On the field, the enterprise organisation is focused on one central process (such as the SCM, the PLM or the CRM process), but the other processes are clearly visible. The enterprise managers have more than one model to master. The major constraint is to preserve the enterprise coherency. The coherency is obtained through the alignment of the models’ objectives and the compatibility between information and knowledge flows. These two coherency factors are realised in all the phases of the model lifecycle: building the model, initializing it in the enterprise, making it fully operational and improving it. Applied with an industrial partner, our coherency conditions bring considerable gains: it provides a detailed view of three important processes in the enterprise (the SCM, the PLM and the CRM), it identifies the interfaces and the information exchange between processes and it allows capitalising the knowledge on building, using and improving models. Our research subject focused on building and validating process models and enhancing coherency conditions leads to numerous perspectives. The future developments are to apply the modelling methodology on other enterprise processes and to develop a Knowledge System realising models coherency.

Organisations comprise human and technical systems that typically perform a variety of business, engineering and production roles. Human systems comprise individuals, people groups and teams that work systematically to conceive, implement, develop and manage the purposes of any enterprise in response to customer requirements. Recently attention has been paid to modelling aspects of people working within production systems, with a view to improving: production performance, effective resource allocation and optimum resource management. In the research reported, graphical and computer executable models of people have been conceived and used in support of human systems engineering. The approach taken has been to systematically decompose and represent processes so that elemental production and management activities can be modelled as explicit descriptions of roles that human systems can occupy as role holders. First of all, a preliminary modelling method (MM1) was proposed for modelling human systems in support of engineering enterprise; then MM1 was implemented and tested in a case study company 1. Based on findings of this exploratory research study an improved modelling method (MM2) was conceived and instrumented. Here characterising customer related product dynamic impacts extended MM1 modelling concepts and methods and related work system changes. MM2 was then tested in case study company 2 to observe dynamic behaviours of selected system models derived from actual company knowledge and data. Case study 2 findings enabled MM2 to be further improved leading to MM3. MM3 improvements stem from the incorporation of so-called DPU (Dynamic Producer Unit) concepts, related to the modelling of human and technical resource system components . Case study 4 models a human system for targeted users i.e. production managers etc to facilitate analysis of human configuration and also cost modelling. Modelling approaches MM2, MM3 and also Case Study 4 add to knowledge about ways of facilitating quantitative analysis and comparison between different human system configurations. These new modelling methods allow resource system behaviours to be matched to specific, explicitly defined, process-oriented requirements drawn from manufacturing workplaces currently operating in general engineering, commercial furniture and white goods industry sectors.

Business environments, in which any modern Manufacturing Enterprise (ME) operates, have grown significantly in complexity and are changing faster than ever before. It follows that designing a flexible manufacturing system to achieve a set of strategic objectives involves making a series of complex decisions over time. Therefore manufacturing industry needs improved knowledge about likely impacts of making different types of change in MEs and improved modelling approaches that are capable of providing a systematic way of modelling change impacts in complex business processes; prior to risky and costly change implementation projects. An ability to simulate the execution of process instances is also needed to control, animate and monitor simulated flows of multiple products through business processes; and thereby to assess impacts of dynamic distributions and assignments of multiple resource types during any given time period. Further more this kind of modelling capability needs to be integrated into a single modelling framework so as to improve its flexibility and change coordination. Such a modelling capability and framework should help MEs to achieve successfully business process re-engineering, continuous performance development and enterprise re-design. This thesis reports on the development of new modelling constructs and their innovative application when used together with multiple existing modelling approaches. This enables human and technical resource systems to be described, specified and modelled coherently and explicitly. In turn this has been shown to improve the design of flexible, configurable and re-usable manufacturing resource systems, capable of supporting decision making in agile manufacturing systems. A newly conceived and developed Role-Based Modelling Methodology (R-BMM) was proposed during this research study. Also the R-BMM was implemented and tested by using it together with three existing modelling approaches namely (1) extended Enterprise Modelling, (2) dynamic Causal Loop Diagramming and (3) Discrete Event Simulation Modelling (via software PlantSimulation ®). Thereby these three distinct modelling techniques were deployed in a new and coherent way. The new R-BMM approach to modelling manufacturing systems was designed to facilitate: (1) Graphical Representation (2) Explicit Specification and (3) Implementation Description of Resource systems. Essentially the approach enables a match between suitable human and technical resource systems and well defined models of processes and workflows. Enterprise Modelling is used to explicitly define functional and flexibility competencies that need to be possessed by suitable role holders. Causal Loop Diagramming is used to reason about dependencies between different role attributes. The approach was targeted at the design and application of simulation models that enable relative performance comparisons (such as work throughput, lead-time and process costs) to be made and to show how performance is affected by different role decompositions and resourcing policies. The different modelling techniques are deployed via a stepwise application of the R-BMM approach. Two main case studies were carried out to facilitate methodology testing and methodology development. The chosen case company possessed manufacturing characteristics required to facilitate testing and development; in terms of significant complexity and change with respect to its products and their needed processing structures and resource systems. The first case study was mainly designed to illustrate an application, and benefits arising from application, of the new modelling approach. This provided both qualitative and quantitative results analysis and evaluation. Then with a view to reflecting on modelling methodology testing and to address a wider scope manufacturing problem, the second case study was designed and applied at a different level of abstraction, to further test and verify the suitability and re-usability of the methodology. Through conceiving the new R-BMM approach, to create, analyse and assess the utility of sets of models, this research has proposed and tested enhancements to current means of realising reconfigurable and flexible production systems.

The aim of this research was to develop a novel multi-function exercise system for use in a broad range of applications. Market research indicates that the demand for aerobic and anaerobic exercise devices will continue to grow with the introduction of government physical activity guidelines and increased social pressure regarding health related issues. A detailed investigation of the basic exercise science fundamentals and training methodologies was conducted in order to develop a system which would provide efficient and effective training related stimuli for improving fitness. The generation, storage and utilisation of actual and virtual load and velocity profiles for use in the development of original training modes was identified as an important area of the research. The proposed solution utilises an electromechanical programmable motion control system which provides all of the necessary exercise modalities defined in the system specification. This system combines existing industrial servo drive technology with proprietary software and database facilities to provide a step change in functionality, ease of use and safety for all users. Development of these hardware and software elements was supported by the creation of a series of system models at the initial stages of the research using the computer integrated manufacturing open systems architecture (CIMOSA) modelling approach. These diagrams were an invaluable resource during the concept generation and refinement processes and have clearly demonstrated the cross-discipline applications of such formalised modelling techniques. Validation and reliability data collected during prototype testing indicated that the exercise motion generation capabilities and performance measurement facilities were comparable to existing isokinetic dynamometer equipment. Additional subject testing produced results with peak output values and parameter trends which correlated closely to those determined during clinical and academic research. These experimental results suggest that the modular exercise system could be a valuable tool for the collection of research data to be used in support of current and future training theories.

A formação de redes colaborativas é uma importante forma das organizações estimularem a inovação, reduzirem custos e transferir conhecimentos. Uma forma particular de rede colaborativa, as redes auto-organizadas, demonstram grande capacidade de promover o aprendizado dos envolvidos, sistematizar o conhecimento e promover a inovação. Já os programas Seis Sigma, adotados por diversas organizações, possuem como objetivo principal a redução da variabilidade de um processo, resultando na redução de custos e melhoria da qualidade. A literatura sobre redes auto-organizadas pouco apresenta sobre a formação destas redes e a literatura sobre Seis Sigma é voltada a métodos estatísticos. Desta forma, o objetivo desta pesquisa é identificar os elementos para um modelo de referência baseado no programa Seis Sigma para a formação e gerência de redes de inovação auto-organizadas. Foram realizados cinco estudos de caso em diferentes organizações. Os programas Seis Sigma destas organizações foram modelos com o uso da metodologia Enterprise Knowledge Development (EKD). Com base na literatura estudada foram identificas as necessidades de mudanças que viabilizariam a formação de redes de inovação auto-organizadas. Como resultado tem-se os elementos para o modelo de referência para formação e gerência de redes de inovação auto-organizadas baseado no programa Seis Sigma. / The formation of collaborative networks is an important way for organizations to stimulate innovation, reduce costs and transfer knowledge. A particular form of collaborative network, the self-organized networks have shown great capability to promote the learning of those involved, systematize knowledge and lead to innovation. The Six Sigma programs, adopted by several organizations, have as main objective the process variability reduction, resulting in lower costs and quality improvement. The literature on self-organized networks presents little about the formation of these kind of networks and literature on Six Sigma is focused on statistical methods. Thus, the objective of this research is to identify the elements for a reference model based on the Six Sigma program for setting up and management of innovation selforganized networks. Five case studies were conducted in different organizations. The Six Sigma programs of these organizations were modeled using the Enterprise Knowledge Development (EKD) methodology. Based on the studied literature the needs for changes that enables the formation of innovation self-organized networks were identified. As a result there are the elements of the reference model for the formation and management of innovation self-organized networks based on the Six Sigma program.

A formação de redes colaborativas é uma importante forma das organizações estimularem a inovação, reduzirem custos e transferir conhecimentos. Uma forma particular de rede colaborativa, as redes auto-organizadas, demonstram grande capacidade de promover o aprendizado dos envolvidos, sistematizar o conhecimento e promover a inovação. Já os programas Seis Sigma, adotados por diversas organizações, possuem como objetivo principal a redução da variabilidade de um processo, resultando na redução de custos e melhoria da qualidade. A literatura sobre redes auto-organizadas pouco apresenta sobre a formação destas redes e a literatura sobre Seis Sigma é voltada a métodos estatísticos. Desta forma, o objetivo desta pesquisa é identificar os elementos para um modelo de referência baseado no programa Seis Sigma para a formação e gerência de redes de inovação auto-organizadas. Foram realizados cinco estudos de caso em diferentes organizações. Os programas Seis Sigma destas organizações foram modelos com o uso da metodologia Enterprise Knowledge Development (EKD). Com base na literatura estudada foram identificas as necessidades de mudanças que viabilizariam a formação de redes de inovação auto-organizadas. Como resultado tem-se os elementos para o modelo de referência para formação e gerência de redes de inovação auto-organizadas baseado no programa Seis Sigma. / The formation of collaborative networks is an important way for organizations to stimulate innovation, reduce costs and transfer knowledge. A particular form of collaborative network, the self-organized networks have shown great capability to promote the learning of those involved, systematize knowledge and lead to innovation. The Six Sigma programs, adopted by several organizations, have as main objective the process variability reduction, resulting in lower costs and quality improvement. The literature on self-organized networks presents little about the formation of these kind of networks and literature on Six Sigma is focused on statistical methods. Thus, the objective of this research is to identify the elements for a reference model based on the Six Sigma program for setting up and management of innovation selforganized networks. Five case studies were conducted in different organizations. The Six Sigma programs of these organizations were modeled using the Enterprise Knowledge Development (EKD) methodology. Based on the studied literature the needs for changes that enables the formation of innovation self-organized networks were identified. As a result there are the elements of the reference model for the formation and management of innovation self-organized networks based on the Six Sigma program.

Increasingly Manufacturing Enterprises (MEs) need to perform competitively to survive in today s global markets. This thesis investigates the notion that competitive product realisation is not simply dependent on deploying state of the art operational and infrastructural support processes but also depends upon the adoption of management processes that ensure efficient and effective use of human and non human resources. Having an experience of more than two decades working in a public sector ME located in Pakistan the author has observed that improvements in timelines, quality and profit begins from measurement; followed by goal, problem & solution understanding, then planning and control of needed change. Therefore, a desire to enhance best practice qualitative and quantitative measurement of management processes triggered and focussed this research. Consequently the aim of this research has been to contribute to knowledge by using state of the art modelling techniques to structure and enable quantitative measurement of management processes within MEs. Subsequent research of the author has conceived, implemented and case tested a modelling methodology that is designed to measure the Level of Application of Management Process (LAMP) in pursuit of ME productivity improvement. In order to achieve the aim of this research, a semi generic model of management processes deployed in MEs was defined and explicitly modelled by using an ISO Enterprise Modelling technique. The definition of this semi-generic model was realised consequent upon (1) a literature review and (2) conducting semi-structured interviews with experts (n=42) in three public sector MEs located in Pakistan. Use of the Enterprise Modelling technique enabled decomposition and classification of management processes into so called Domain Processes, which subsequently were explicitly defined as Business Processes at a more detailed level of modelling abstraction. Then during subsequent research the author conceived and developed the use of a methodology to apply a LAMP scorecard the use of which was tested whilst conducting structured interviews with project managers (n=25) in three public sector MEs located in Pakistan that operate on project oriented management structures. The case study results partially validated the fitness for purpose of the model driven measurement methodology, identified opportunities for future methodological research and illustrated how LAMP identified and enabled measurements can help to define, quantify and direct potential opportunities for ME enhancement.