Integrated Business Process Modeling, Analysis and Supporting Tools

Abstract

The method of object-oriented process optimization bases its view of the company on the overall production process. In the course of the reengineering process it leads to an organization and architecture of the business processes that is commensurate with the market's requirements. The method escorts the user from a general architecture to the specific architecture of the system support and to the interfaces in his company. The model structure insures the integration and the common understanding of the business processes in the company. It creates the prerequisite for assigning the use of design processes as precise improvements of costs, quality or time to the respective business processes and resources. It is therefore the basis for any optimization process.

Modelling the strategy management process

“…As well as defining the long‐term direction and scope of the organisation, the purpose of strategic management is also to match internal activities to environmental change, and match resources to those activities (McDonald, 1996). The interfaces between the strategic, tactical and operational decisions have been recognised (Mertins et al , 1997) but are more often ignored. Not only is a top‐down approach needed but also a bottom‐up voice is required so that the current and future constraints of an organisation can be used to shape strategy formulation.…”

Towards integrated manufacturing planning with common tool and information sets

“…The majority of the literature, (Keong Leong and Ward, 1995;Mills et al, 1995;Voss, 1995), has focused on the strategy decision arena that involves a considerable level of qualitative values and the interfaces between the strategic, tactical and operational decisions are at best alluded to but are more often ignored. Although this issue has been recognised (Mertins et al, 1997), few tools have been offered to translate manufacturing strategic concepts into tactical planning and operational deployment. Manufacturing organisations are characterised by real time dynamism and by being data intensive, thus a means of utilising the existing data and knowledge of a manufacturing organisation for strategy formulation is required.…”