Reference Model in BPMN Notation for a Production Scheduling System

Companies are progressively investing in practices aimed at improving the quality of management, with the main purpose of enabling them to operate competitively in the present market. For this, it is necessary to document the activities and information of the existing business processes in the organization, aiming at reducing time and cost in the elaboration of the particular model. In this context, the objective of this work is to develop a reference model of the Production Scheduling (PS) processes, an important module of production planning and control (PPC). The research methodology used in this work was divided into the following stages: study of PS and business process modeling, definition of reference model processes, choice of methodology and process modeling tool, development of reference model and prototype of the software and, finally, analysis of results. The modeling notation used was the BPMN, since it is considered a standard language in the field of process modeling. The prototype was developed through the Delphi interface in order to apply the model to support the implementation of business management programs. As results, from a formal documentation, the model proved to be a useful mechanism in the understanding of the processes raised and appropriate in the support to the implantation of production management tools

Proposal of a Reference Model in BPMN Notation for an MRP System

Companies are progressively investing in practices aimed at improving the quality of management, with the main purpose of enabling them to operate competitively in the present market. For this, it is necessary to document the activities and information of the existing business processes in the organization, aiming at reducing time and cost in the elaboration of the particular model. In this context, the objective of this work is to develop a reference model of the Manufacturing Resource Planning (MRP) processes, an important module of production planning and control (PPC). The research methodology used in this work was divided into the following stages: study of MRP and business process modeling, definition of reference model processes, choice of methodology and process modeling tool, development of reference model and prototype of the software and, finally, analysis of results. The modeling notation used was the BPMN, since it is considered a standard language in the field of process modeling. The prototype was developed through the Delphi interface in order to apply the model to support the implementation of business management programs. As results, from a formal documentation, the model proved to be a useful mechanism in the understanding of the processes raised and appropriate in the support to the implantation of production management tools

A reference model in BPMN for conceptual modelling of master planning schedule

Companies are progressively investing in practices aimed at improving the quality of management, with the main purpose of enabling them to operate competitively in the present market. For this, it is necessary to document the activities and information of the existing business processes in the organization, aiming at reducing time and cost in the elaboration of the particular model. In this context, the objective of this work is to develop a reference model of the Master Production Schedule (MPS) processes, an important module of production planning and control (PPC). The research methodology used in this work was divided into the following stages: study of MPS and business process modeling, definition of reference model processes, choice of methodology and process modeling tool, development of reference model and prototype of the software and, finally, analysis of results. The modeling notation used was the BPMN, since it is considered a standard language in the field of process modeling. The prototype was developed through the Delphi interface in order to apply the model to support the implementation of business management programs. As results, from a formal documentation, the model proved to be a useful mechanism in the understanding of the processes raised and appropriate in the support to the implantation of production management tools

A comparison of BPMN 2.0 with other notations for manufacturing processes

In order to study their current practices and improve on them, manufacturing firms need to view their processes from several viewpoints at various abstraction levels. Several notations have been developed for this purpose, such as Value Stream Mappings or IDEF models. More recently, the BPMN 2.0 standard from the Object Management Group has been proposed for modeling business processes. A process organizes several activities (manual or automatic) into a single higher-level entity, which can be reused elsewhere in the organization. Its potential for standardizing business interactions is well-known, but there is little work on using BPMN 2.0 to model manufacturing processes. In this work some of the previous notations are outlined and BPMN 2.0 is positioned among them after discussing it in more depth. Some guidelines on using BPMN 2.0 for manufacturing are offered, and its advantages and disadvantages in comparison with the other notations are presented

Proposal for a Reference Model for Sales Operations Planning and Aggregate Planning

Companies are increasingly adopting practices aimed at improving the quality of management, with the main purpose of enabling them to act competitively in the present market characterized by high competition and strong organizational changes. Among the improvements developed, we highlight the adoption of Enterprise Resource Planning (ERP) systems. However, the high cost of deploying and maintaining this type of technology can be a barrier for small and medium-sized enterprises (SMEs) that want to achieve such advances. Therefore, it is essential to develop a reference model of typical business planning modules to support ERP implementation, aiming at reducing time and cost in the elaboration of a particular model. In this context, the main objective of this paper is to develop a reference model from the elaboration of the processes related to Sales Operations Planning (SOP) and Aggregate Planning (AP), important modules of Production Planning and Control (PPC). The methodology used for the elaboration of this work was divided in eight sequential stages: study of the functions of SOP and AP, study of process modeling area, definition of reference model processes, choice of modeling notation, choice of modeling tool , development of the reference model, software development and results analysis. The modeling methodology employed in this work was the Business Process Model and Notation (BPMN), through the tool Bizagi Process Modeler version 3.1.0.011. The software was developed through the interface Delphi version 7.0 (Object-Pascal language) in order to apply the reference model in the support to the implementation of a business management tool. As results, from a formal documentation, the reference model proved to be a useful tool in understanding and communicating the business processes raised. It is also concluded that the implemented model is able to support the implementation of production management systems in real situations

Fashion Digital Transformation: Innovating Business Models toward Circular Economy and Sustainability

The fashion industry is at a stage of profound transformation of its operating paradigm. Because of their stakeholders’ pressure, companies have begun to pursue strategic solutions that include sustainability as a guiding principle. Such strategies push for effective organizational solutions and production models that take into consideration the conservation of the planet’s resources, respect for people, and the sustainability of their profits. In this context, the fashion industry is now recognizing the circular economy (CE) as the primary BM to address sustainability-related industry issues. The authors have adopted a specific technological-driven perspective that attempts to analyze today’s context and map digitally driven practices in European fashion companies. These practices are emerging to support fashion organizations so that they can focus their sustainability agendas and better implement circular BMs. This perspective is consistent with the current fashion context, where digital transformation is recognized as an asset that could transform the industry into a more sustainable business. This proposed objective is realized through an iterative process of modeling data. The BMIs identified here are grouped according to Bocken’s eight archetypes: maximize material and energy efficiency; create value from ‘waste’; substitute with renewables and natural processes; deliver functionality rather than ownership; adopt a stewardship role; encourage sufficiency; re-purpose the business for society/the environment and develop scale-up solutions. They guide the authors in modeling mechanisms and solutions that help build business innovations that work to ensure circularity. Analyzing the current best practices, this article introduces a taxonomy that highlights current approaches that lead to incremental changes toward CE through digital solutions

ANALIZA POSLOVNIH PROCESA U PODUZEĆU ‘’GRAFOTISAK’’, GRUDE : završni rad

Rad ne sadrži sažetak.Business process management is constantly changing and evolving. From the very beginning, a lot of things have changed, mostly because of advances in technology. The aim of this final paper is treated the subject of analysis of business processes, and determine how the company Grafotisak organizes, plans and executes business processes. The work has developed and explained the term of business process, the concept of business process management, modeling and analysis of business processes, the principle of building business processes and state and management practices and performance of business processes in the company Grafotisak. Business Process Management is a systematic approach to improving the business that relies on business approach to change management to improve business processes in order to achieve business goals. Business process is a complex and responsible task of management of any organization, regardless of its activities and the physical size Grafotisak success in achieving the goals set in the context of the functioning of business processes has proven recognizability by reputation it enjoys both in business as well as in the social sphere. The synergies of all parts of the system enables the immediate resolution of all business tasks, finding optimal solutions, make fast decisions in response to the challenges of competition and market requirements

ANALIZA POSLOVNIH PROCESA U PODUZEĆU ‘’GRAFOTISAK’’, GRUDE : završni rad

Rad ne sadrži sažetak.Business process management is constantly changing and evolving. From the very beginning, a lot of things have changed, mostly because of advances in technology. The aim of this final paper is treated the subject of analysis of business processes, and determine how the company Grafotisak organizes, plans and executes business processes. The work has developed and explained the term of business process, the concept of business process management, modeling and analysis of business processes, the principle of building business processes and state and management practices and performance of business processes in the company Grafotisak. Business Process Management is a systematic approach to improving the business that relies on business approach to change management to improve business processes in order to achieve business goals. Business process is a complex and responsible task of management of any organization, regardless of its activities and the physical size Grafotisak success in achieving the goals set in the context of the functioning of business processes has proven recognizability by reputation it enjoys both in business as well as in the social sphere. The synergies of all parts of the system enables the immediate resolution of all business tasks, finding optimal solutions, make fast decisions in response to the challenges of competition and market requirements

Suoramallinnustekniikat globaalissa suunnitteluympäristössä

The thesis has been done as a part of modelling toolkit development for Metso Mining and Construction business. The aim of this work is to study the new modeling tools, opportunities, risks, and compare them to existing practices. The target is also to examine the suitability of tools, at a general level to the product development process, and to identify the target company's processes where the tools can add value. The work is divided into four parts. At first existing design tools are described. This part clarifies the existing design tools and highlights the problems that current practices have. Then features and use of the new direct modeling methods are presented. Studying the tools is already partly new information as the theoretical basis of this topic is still narrow. The third section compares the existing and new modeling tools with each other in order to identify parts of the product development process, in which new methods could be useful. The last part researches the use of direct modeling tools in product development process and describes the best practices in the target company's processes. Research indicates that in the target company's activities can be found many processes, which can be enhanced by the use of direct modelling. Introduction of new practices have to start from the user level, which causes that the entire global company operating practices change swiftly. Therefore, awareness-raising and training is essential to achieve the objectives. Solutions found are mainly local level changes which may also facilitate global collaboration of the company