A Process Management System for Networked Manufacturing

2009 ◽  
pp. 153-160
Author(s):  
Tingting Liu ◽  
Huifen Wang ◽  
Linyan Liu
Keyword(s):  
Management System ◽  
Process Management ◽  
Networked Manufacturing

The Design of Operation and Maintenance Management System about IT Platform Based on Tivoli

2014 ◽  
Vol 599-601 ◽  
pp. 2215-2219 ◽  
Author(s):  
Fen Su Shi ◽  
Yang Zhou ◽  
Pan Shi
Keyword(s):  
Management System ◽  
Process Management ◽  
Maintenance Management ◽  
It Infrastructure ◽  
Event Management ◽  
Management Platform ◽  
Operation And Maintenance ◽  
Passive Response ◽  
Maintenance Work ◽  
Storage Networks

At present, many domestic industries don’t have perfect operation and maintenance management systems for their IT platform. Most of the daily maintenance work is passive response after the problem occurred rather than discovery in advance, which will bring the potential risks to IT system running smoothly. Therefore it is necessary to monitor and manage the existing IT core equipment, to improve the security and stability of the core production and enhance the satisfaction of business department. In addition, through the establishment of an association between centralized monitoring and process management platform, the system standardizes the operational work, and improves work efficiency.Maintenance management system based on Tivoli[1] is mainly to complete the monitoring and management of the IT infrastructure, used in finance, electric power, chemical and other industries, which includes room infrastructure, storage, networks, systems, databases and middleware. On one hand, the system centralizes event management platform integrates events from various aspects of the IT infrastructure, takes a rich deal and then provides intuitive monitoring for operational management. Moreover it integrates process management platform so as to complete creating work orders, processing and other operations. On the other hand, the system will integrate the monitoring results of existing business into the monitoring interface, and implements IT knowledge sharing.

Implementing an RFID-based manufacturing process management system: Lessons learned and success factors

2012 ◽  
Vol 29 (1) ◽  
pp. 112-130 ◽  
Author(s):  
E.W.T. Ngai ◽  
D.C.K. Chau ◽  
J.K.L. Poon ◽  
A.Y.M. Chan ◽  
B.C.M. Chan ◽  
...  
Keyword(s):  
Manufacturing Process ◽  
Management System ◽  
Success Factors ◽  
Process Management ◽  
Lessons Learned ◽  
Manufacturing Process Management

scholarly journals Using a business process management system to model dynamic teaching methods

2019 ◽  
Vol 28 (3) ◽  
pp. 275-291 ◽  
Author(s):  
Fernando Enríquez ◽  
José A. Troyano ◽  
Luisa M. Romero-Moreno
Keyword(s):  
Business Process ◽  
Teaching Methods ◽  
Management System ◽  
Business Process Management ◽  
Process Management

A Service-Oriented After-Sales Services System in Mechanical Engineering Industry

2013 ◽  
Vol 307 ◽  
pp. 447-450
Author(s):  
Shu Ping Lu ◽  
Kuei Kai Shao ◽  
Kuo Shu Luo
Keyword(s):  
Management System ◽  
Mechanical Engineering ◽  
Business Process Management ◽  
Process Management ◽  
Content Management ◽  
Engineering Industry ◽  
Enterprise Content Management ◽  
Service Oriented ◽  
Customer Services

This paper presents a service-oriented After-sales services system in Mechanical Engineering Industry. Typical After-sales services include status tracking services by customers, customer services, assignors and assignees. Therefore, the proposed After-sales service tracking management system work in the progress from the case study is conducted. Our system can connect with other service-related systems, such as enterprise content management repository system and business process management system. The After-sales services system is developed by consulting and visiting the machine tools manufacturers.

scholarly journals El impacto de la automatización en el mejoramiento de procesos

SATHIRI ◽  
2018 ◽  
Vol 12 (2) ◽  
pp. 249
Author(s):  
Alex Bolívar Cazañas Gordón ◽  
Esther María Parra Mora
Keyword(s):  
Business Process ◽  
Management System ◽  
Process Model ◽  
Business Process Management ◽  
Process Management ◽  
Business Process Model

Esta investigación tiene la intención de evaluar el efecto de la automatización en el desempeño de los procesos de una empresa de servicios. Para tal efecto, se analiza los resultados de la automatización de un proceso clave de negocio en un proveedor de servicios de telecomunicaciones. La automatización implementada toma como referencia el ciclo de vida descrito por la metodología BPM (Business Process Management), el cual se compone de cuatro fases: Modelamiento, implementación, ejecución, y análisis. Para la modelación del proceso se utilizó la notación definida en el estándar Business Process Model and Notation (BPMN). La automatización se implementó usando un paquete de herramientas informáticas comercial del tipo BPMS (Business Process Management System).

scholarly journals Determining the Level of Maturity of the Business Process Management System on the Example of an Agro-Industrial Enterprise

2020 ◽  
Vol 12 (515) ◽  
pp. 446-454
Author(s):  
Dongcheng Wang ◽  
Keyword(s):  
Business Process ◽  
Management System ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Current Level ◽  
Industrial Enterprise ◽  
Maturity Model ◽  
Characteristic Features ◽  
Four Levels

The article is aimed at determining the level of maturity of the business process management system of an agro-industrial enterprise. The existing common approaches to assessing the maturity of the business process management system are identified, their defining features are determined. A definition of maturity of the business process management system of the enterprise is made. The features of the process and enterprise maturity model (PEMM) developed by M. Hammer are described in detail. Four levels of business processes that form the system according to the Hammer model are characterized. The aspects and directions of research of maturity of the business process management system of enterprise according to the PEMM model by M. Hammer are specified. The scale of assessment of the level of maturity of the business process management system of enterprise according to certain criteria is provided. The procedure for assessing the maturity level of the business process management system of the enterprise under research is described and a scale is provided that helps to determine the current level of maturity of the system from the very low to the very high (five such levels are defined in general). Descriptions of the levels of business processes according to the PEMM model are specified in terms of the aspects of Projecting, Contractors, Process Owner, Infrastructure and Indicators. For each aspect, an assessment of the business process management system of the enterprise under research was carried out. The results are presented both by a separate direction and by each aspect of the assessment of the maturity of the business process management system of enterprise. For each aspect of the assessment of the system maturity, the characteristic features are determined, the main disadvantages and achievements are indicated. On the basis of the determined estimates of the business process management system of the enterprise under research, an assessment of the maturity of the business process management system of this enterprise in view of certain aspects is computed, as well as its current level is defined. To identify the most problematic areas in the business process management system, the existing level of maturity of the system is depicted using a petal chart. The main directions of further improvement of the existing system are defined.

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