The Use of Knowledge Management Systems and Event-B Modelling in a Lean Enterprise

Abstract

This paper provides a case study describing an approach to improving the efficiency of an information system (IS) by supporting processes outside the IS, using the ontology-driven knowledge management systems (KMS) as a mini-application in the area of so-called lean enterprise. Lean enterprise is focused on creating a maximal value for final customers while eliminating all kinds of waste and unnecessary costs, which significantly helps to increase the level of its competitiveness. It is about managerial decision-making, which can be in some cases contradictory (solving a local problem can cause a problem in another place). In this paper, we describe the KMS ATOM, which supports the innovation process in a lean enterprise. We show how the risk of wrong decisions due to contradictory effects can be eliminated by implementing a safety-critical system into the traditional IS. Our model is supported by Event-B modelling, a refinement-based formal modelling method, which is successfully used in important areas such as infrastructure, medicine, nuclear engineering and transportation (fire alarm systems, robotic surgery machines, braking systems in transportation, etc.). Nowadays, Event-B modelling is starting to be used for various management decision-making activities, and it is becoming a powerful competitiveness tool. This paper introduces a simple example of how Event-B modelling and its proof obligations can help improve and automate the decision-making process by eliminating potential threats of inefficient decisions.

Knowledge management and Industry 4.0: a critical analysis and future agenda

“…This is deemed important since it can result in sustainable competitive advantage, as a favorable context for knowledge sharing can contribute to improved operational performance (Manesh et al, 2021;Cassia et al, 2020). Additionally, the literature highlights the importance of knowledge sharing during transition periods, and thus, KM can act as a facilitator for I4.0 implementation (Buřita et al, 2018;Shadi 2017;Cassia et al, 2020). Finally, learning is regarded as a research opportunity both at the group and the individual levels, and it is linked to workers development, which includes training to I4.0, and I4.0 technology effects on individual and group learning (Manesh et al, 2021;Sartori et al, 2022;Oztemel & Gursev, 2020).…”

Knowledge-Based Assessment Applied to Lean Brazilian Toyota Plants

“…Knowledge sharing is also important in transitory periods, for example, to sustain worker knowledge through termination and recruitment. KM-based tools are a strategic component of LM implementations (Buřita, Hrušecká, Pivnička & Rosman, 2018;Shadi, 2017).…”

“…application to Six Sigma projects (Baral, Kifor & Bondrea, 2014), Supply Chain Management (Liu, Leat, Moizer, Megicks & Kasturiratne, 2013), outsourcing (Gong & Blijleven, 2017), information systems (Buřita, Hrušecká, Pivnička & Rosman, 2018;Fiechter, Marjanovic, Boppert & Kern, 2011), and in the service sector services (Zhao, Rasovska & Rose, 2016). However, integration of KM and LM in Manufacturing has only been explored in a limited sense in academic literature, which has highlighted the need for such studies, especially in the context of different industry sectors or types of production systems (Gong & Blijleven, 2017;Shadi, 2017;Gowen III, Stock & McFadden, 2008), and KM-LM assessment.…”

Application of Carbon–Flax Hybrid Composite in High Performance Electric Personal Watercraft

“…Therefore, from a quality viewpoint, monitoring this parameter is crucial, especially due to the development of modern manufacturing techniques (e.g., VATRM, out-of-autoclave (OaA), automated prepreg laying, etc.) introducing lower production costs and shorter manufacturing times [23,24]. For example, Kedari et al [25] suggested to increase mould temperature and vacuum and appropriately reduce inlet pressure to produce high quality VARTM parts.…”