scholarly journals Improving the Efficiency of Warehouse Facilities in Manufacturing Enterprises

2020 ◽  
pp. 58-69
Author(s):  
Oleksandra Karintseva ◽  
Mykola Kharchenko ◽  
Hanna Ponomarova
Keyword(s):  
Business Process ◽  
Business Processes ◽  
Human Factor ◽  
Raw Materials ◽  
Great Influence ◽  
Customer Relationships ◽  
Manufacturing Enterprises ◽  
Material Values ◽  
Key Resources ◽  
And Control

Improving the efficiency of the enterprise involves the optimization of all business processes related to the production of finished products from orders for raw materials to direct output. The article analyzes the work of the manufacturing enterprise warehouse and highlights its main functions. The functions of a warehouse can be represented in the business process diagram of a warehouse organization. The work of the warehouse is divided into the receiving of material values, the loading of finished products and internal warehouse processes. In addition, a list of the main problems arising in the management of warehouse facilities was formulated, the reasons for which are the great influence of the human factor on the activities of this business process. It is people who are responsible for the correct design and accounting of material values, their movement and control. Therefore, the implementing of an automated warehouse management system (WMS-system) can solve these problems in part or full. In addition, the work highlights the components of the effectiveness of the WMS-system for the activities of the warehouse as one of the elements of the business process at the enterprise. These components include: revenue stream, customer relationships, key activities, key resources, key partners, values and cost structure. It is possible to improve the warehouse results, hence the whole enterprise results, by increasing the efficiency of storage, improving the accuracy and speed of tasks, optimizing the number of employees, and the availability of modern equipment that will quickly and efficiently perform warehousing operations.

scholarly journals Otomasi Perencanaan Produksi pada Pondok Pesantren

2020 ◽  
Vol 5 (2) ◽  
pp. 187
Author(s):  
S A Rahmasari ◽  
A Juliasari ◽  
W K Febryanto
Keyword(s):  
Production Planning ◽  
Business Process ◽  
Business Processes ◽  
Raw Materials ◽  
Boarding School ◽  
Production Costs ◽  
Microsoft Excel ◽  
Descriptive Research ◽  
School Business ◽  
Using Data

Production planning is very necessary in a business process that aims to minimize the total cost of production. In this research, automation of production planning using data based on the Islamic boarding school business processes. This research uses descriptive research which aims to obtain information in the implementation of the business process planning of Islamic boarding school. The calculation of production costs in this study was carried out in Microsoft Excel by determining the total targets and raw materials of the Islamic boarding school business process, then calculating the production costs of the Islamic boarding school process until finding the optimal production costs for each student for 3 years. - The year of study is Rp. 1,242,542 rupiah / Islamic student for a total of 300 Islamic students.

Business Agility and Process Agility

2013 ◽  
pp. 1580-1598
Author(s):  
Giorgio Bruno
Keyword(s):  
Business Process ◽  
Business Processes ◽  
Essential Feature ◽  
Great Influence ◽  
Proof Of Concept ◽  
Business Agility ◽  
Different Levels

Agility is an essential feature for SMEs and this chapter intends to examine if and how business processes, as currently understood, are able to promote it. Over the last years a number of viewpoints have emerged which exerted great influence on the design of notations and languages for business processes: the majority of them can be referred to as the centralized viewpoint, the role viewpoint, the conversational viewpoint, the case viewpoint and the cooperative one. These viewpoints provide different levels of agility and then beneficial results can be expected from their integration, which is the purpose of the proof-of-concept notation, AgileBPN, presented in this chapter. In AgileBPN, business processes are organized around conversations and role processes (encompassing the tasks pertaining to a given role); shared artifacts are represented as cooperative objects. The notation is illustrated with the help of an example referring to a business process meant to handle applications in a certain organization.

Business Process Reuse and Standardization with P2P Technologies

2010 ◽  
pp. 516-529 ◽  
Author(s):  
José A. Rodrigues Nt ◽  
Jano Moreira de Souza ◽  
Geraldo Zimbrão ◽  
Geraldo Xexéo ◽  
Mutaleci Miranda
Keyword(s):  
Information Technology ◽  
Business Process ◽  
Process Management ◽  
Business Processes ◽  
Human Factor ◽  
Peer To Peer ◽  
Integrated System ◽  
Process Models ◽  
Cultural Changes

Business Process Management (BPM) brings together the idea of effectively managing organizations and properly using Information Technology to fulfill organizations’ needs. For this purpose, BPM systems are largely used nowadays. However, most process models are started from scratch, not having reuse promoted. Sometimes, large enterprises have the same business process implemented in a variety of ways due to differences in their departmental cultures or environments, even when using a unique integrated system. Additionally, although technology plays an important role in actually improving organizations, the human factor is still fundamental, since any improvement attempt goes through cultural changes. In this chapter, a peer-to-peer (P2P) tool is proposed as a way to cooperatively develop business processes models, minimizing the time needed to develop such models, reducing the differences among similar processes conducted in distinct organizational units, enhancing the quality of models, promoting reuse, and distributing knowledge.

Business Process Reuse and Standardization with P2P Technologies

2010 ◽  
pp. 518-531
Author(s):  
José A. Rodrigues Nt ◽  
Jano Moreira de Souza ◽  
Geraldo Zimbrão ◽  
Geraldo Xexéo ◽  
Mutaleci Miranda
Keyword(s):  
Information Technology ◽  
Business Process ◽  
Process Management ◽  
Business Processes ◽  
Human Factor ◽  
Peer To Peer ◽  
Integrated System ◽  
Process Models ◽  
Cultural Changes

Business Process Management (BPM) brings together the idea of effectively managing organizations and properly using Information Technology to fulfill organizations’ needs. For this purpose, BPM systems are largely used nowadays. However, most process models are started from scratch, not having reuse promoted. Sometimes, large enterprises have the same business process implemented in a variety of ways due to differences in their departmental cultures or environments, even when using a unique integrated system. Additionally, although technology plays an important role in actually improving organizations, the human factor is still fundamental, since any improvement attempt goes through cultural changes. In this chapter, a peer-to-peer (P2P) tool is proposed as a way to cooperatively develop business processes models, minimizing the time needed to develop such models, reducing the differences among similar processes conducted in distinct organizational units, enhancing the quality of models, promoting reuse, and distributing knowledge.

Enterprise modelling in support of business process visualization and improvement

1998 ◽  
Vol 212 (8) ◽  
pp. 621-633 ◽  
Author(s):  
I S Murgatroyd ◽  
A Hodgson ◽  
R H Weston
Keyword(s):  
Information Systems ◽  
Business Process ◽  
Best Practice ◽  
Business Processes ◽  
Engineering Practice ◽  
Manufacturing Enterprises ◽  
Process Visualization ◽  
Wide Range ◽  
Current Business

In order to remain competitive, manufacturing enterprises must be able to adapt their business processes, and the associated resources and information systems, to ongoing change. This paper highlights the shortcomings of current business process re-engineering practice and proposes that there is a requirement for a business process for ‘process visualization and improvement’. A framework and methodology for the above business process are described and a case study utilizing the framework is detailed. It is concluded that the process visualization and improvement framework enabled a wide range of company personnel to participate in the case study exercise, to contribute to improved processes and subsequently to hold the view that a significant improvement over previous best practice had been achieved.

Business Agility and Process Agility

2011 ◽  
pp. 71-89 ◽  
Author(s):  
Giorgio Bruno
Keyword(s):  
Business Process ◽  
Business Processes ◽  
Essential Feature ◽  
Great Influence ◽  
Proof Of Concept ◽  
Business Agility ◽  
Different Levels

Agility is an essential feature for SMEs and this chapter intends to examine if and how business processes, as currently understood, are able to promote it. Over the last years a number of viewpoints have emerged which exerted great influence on the design of notations and languages for business processes: the majority of them can be referred to as the centralized viewpoint, the role viewpoint, the conversational viewpoint, the case viewpoint and the cooperative one. These viewpoints provide different levels of agility and then beneficial results can be expected from their integration, which is the purpose of the proof-of-concept notation, AgileBPN, presented in this chapter. In AgileBPN, business processes are organized around conversations and role processes (encompassing the tasks pertaining to a given role); shared artifacts are represented as cooperative objects. The notation is illustrated with the help of an example referring to a business process meant to handle applications in a certain organization.

A New Methodology for Business Process Improvement

2013 ◽  
pp. 122-135
Author(s):  
Paula Ventura Martins ◽  
Marielba Zacarias
Keyword(s):  
Process Improvement ◽  
Business Process ◽  
Business Processes ◽  
Local Information ◽  
Personal Knowledge ◽  
Information Flows ◽  
Business Process Improvement ◽  
Business Alignment ◽  
And Control ◽  
Future Business

Information flows across the organization are complex, and procedures employed to understand, share, and control organizational knowledge and experiences should be properly supported by collaborative environments. Nevertheless, few collaborative methodologies have been proposed to describe and evolve business processes. In the future, business processes models should be the result of cross-team and cross-departmental collaboration, with involved business people sharing their personal knowledge and formalizing it. This chapter focuses on a methodology for business process discovery and the importance of integrating local information into coherent and sound process definitions. Business Alignment Methodology (BAM) is a methodology that provides guidance about how organizational practices and knowledge are gathered to contribute to business process improvement against current BPM approaches.

Research of Business Process Intelligent Building and Optimization Platform Base on SOA

2013 ◽  
Vol 411-414 ◽  
pp. 576-580
Author(s):  
Xin Gang Wang ◽  
Song Liu
Keyword(s):  
Business Process ◽  
Process Model ◽  
Business Processes ◽  
Intelligent Modeling ◽  
Simulation And Optimization ◽  
Implementation Model ◽  
Process Operation ◽  
Operation Knowledge ◽  
Platform System ◽  
And Control

Combine enterprise business process operation knowledge base, unified management knowledge agent and business Process Model, proposed a complete conceptual framework and implementation model that can fully complete business process intelligent modeling, business process automatic control and monitoring and business process automatic optimization. Then build a software platform system on SOA and web service technology. The proposed scheme can fully complete the fast intelligent modeling, management and control, simulation and optimization of business processes.

Integrating Production Planning and Control Business Processes

2012 ◽  
Vol 1 (4) ◽  
pp. 1-21
Author(s):  
Rui M. Lima
Keyword(s):  
Production Planning ◽  
Business Process ◽  
Production Management ◽  
Business Processes ◽  
Process Modelling ◽  
Production Planning And Control ◽  
Business Process Modelling ◽  
Modelling Languages ◽  
Planning And Control ◽  
And Control

Organizations have production planning and control (PPC) processes supported by systems that execute, mainly, repetitive calculations. Based on these calculation results, decisions are taken by production managers. These decision processes make the connection between different levels of aggregation of information and could benefit from the increment of the level of automation. An increased level of application of business process modelling languages is proposed in order to contribute to increment the level of process automation and the detail of business analysis. Thus being, concepts of integration of production management processes, specifically of production planning and control processes are presented. These concepts, the application of business process modelling language (BPML) and some solutions of PPC integration compose the core content of this work. Additionally, criteria for evaluation of these processes of integration are identified and discussed. Finally, the presentation of an industrial case will be supported by BPML model.

Erection of Upper Ontology and Enrichment of Knowledge Base of Production Workshop in Manufacturing Enterprises

2009 ◽  
Vol 16-19 ◽  
pp. 733-737
Author(s):  
Chun Jing Shi ◽  
Yong Xian Liu ◽  
Yong Ping Hao
Keyword(s):  
Knowledge Base ◽  
Business Model ◽  
Business Process ◽  
System Architecture ◽  
Business Processes ◽  
Knowledge Generation ◽  
Meta Model ◽  
Manufacturing Enterprises ◽  
Manufacturing Knowledge ◽  
Upper Ontology

After the business model and the ontology meta-model of production workshops are analyzed and the business processes of the workshop are described formally, the upper ontologies are built on the basis of the business process, and are used to derive the domain ontologies in the workshops. Using SWRL to extend ontologies with rules overcomes the expressive limitation of ontologies. The system architecture of the manufacturing knowledge generation based on rules is put forward. Finally an example is used to explain the process of knowledge generation based on the rules.

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