Integrated Production Management by Processes: A Case History at the Marine Region

2015 ◽  
Author(s):  
Fernando Sebastián Flores-Avila ◽  
Juan Manuel Riaño-Caraza ◽  
Jesús Antonio Colina-Alvarez
Keyword(s):  
Information And Communication Technologies ◽  
Production Management ◽  
Process Management ◽  
Action Plan ◽  
Production Costs ◽  
Management Model ◽  
Maturity Model ◽  
Integrated Production ◽  
Capability Maturity ◽  
Organizational Issues

As part of its strategic plan 2014–2018 Pemex Exploration and Production (PEP) has decided to modify the organizational structure in order to change from a function based structure to a new one based in process, supported on three fundamental axes: People, Processes and Technology. On this direction, it has been assigned to the Technical Resources Management Vice-presidency the responsibility to implement a strategy that will enable to improve performance into the Assets of the Marine Region. This paper presents the experiences and achievements reached by implementing the strategy of “Integrated Production Management by Processes” which goal is to create and implement a management model that will contribute to the optimization of the Asset performance, integrating through the people, management processes, workflows and information and communication technologies. The “Integrated Production Management by Processes” model, is based on five elements that work integrated and coordinated way; these are: • Organizational issues. • Work methodologies. • Information management. • Monitoring key performance indicators (KPI). • Production costs management The proposal on this paper is based on developing a business process management methodology for PEMEX, by applying the 5 elements of the model to measure current performance of the production assets in order to find the existing gaps between the current management model and the Integrated Production Management by Processes and implement an action plan to close those gaps. In order to homologate and standardize the measurements in PEMEX’s assets, a Capability Maturity Model was developed according to the ISO 9004-2010 and Mexican Standard NMX-CC-9004-IMNC-2009. The maturity model allows weighting each one of the 5 elements into 5 dimensionless levels. The lowest level 1 means that the asset is in the initial stage and it has the Vision of a Functional Management; on the other hand, the highest level 5 means that asset has implemented the new model and has reached a Sustainable Management. To implement the Integrated Production Management by Processes, assets need to demonstrate that Level 4 has been reached.

Cybersecurity for railways – A maturity model

2019 ◽  
Vol 234 (10) ◽  
pp. 1129-1148
Author(s):  
Ravdeep Kour ◽  
Ramin Karim ◽  
Adithya Thaduri
Keyword(s):  
Information And Communication Technologies ◽  
Action Plan ◽  
Communication Technologies ◽  
Cyber Attacks ◽  
Capability Maturity Model ◽  
Maturity Model ◽  
Security Breaches ◽  
Capability Maturity ◽  
Information And Communication ◽  
Security Analytics

With the advancements in and widespread adoption of information and communication technologies in infrastructures, cyber-attacks are becoming more frequent and more severe. Advanced cybersecurity threats with automated capabilities are increasing in such sectors as finance, health, grid, retail, government, telecommunications, transportation, etc. Cyber-attacks are also increasing in railways with an impact on railway stakeholders, e.g. threat to the safety of employees, passengers, or the public in general; loss of sensitive railway information; reputational damage; monetary loss; erroneous decisions; loss of dependability, etc. There is a need to move towards advanced security analytics and automation to identify, respond to, and prevent such security breaches. The objective of this research is to reduce cyber risks and vulnerabilities and to improve the cybersecurity capabilities of railways by evaluating their cybersecurity maturity levels and making recommendations for improvements. After assessing various cybersecurity maturity models, the Cybersecurity Capability Maturity Model (C2M2) was selected to assess the cybersecurity capabilities of railway organizations. The contributions of this research are as follows. First, a new maturity level MIL4 (Maturity Indicator Level 4) is introduced in the C2M2 model. Second, the C2M2 model is adapted by adding advanced security analytics and threat intelligence to develop the Railway-Cybersecurity Capability Maturity Model (R-C2M2). The cybersecurity maturity of three railway organizations is evaluated using this model. Third, recommendations and available standards & guidelines are provided to the three railway organizations to improve maturity levels within different domains. In addition, they are given an action plan to implement the recommendations in a streamlined way. The application of this model will allow railway organizations to improve their capability to reduce the impacts of cyber-attacks and eradicate vulnerabilities. The approach can also be extended to other infrastructures with necessary adaptations.

Knowledge-based integrated Production Management Model applied to automotive companies

2010 ◽  
Vol 4 (3) ◽  
pp. 301 ◽  
Author(s):  
Jorge Muniz <suffix>Jr. ◽  
Edgard Dias Batista <suffix>Jr. ◽  
Geilson Loureiro
Keyword(s):  
Production Management ◽  
Management Model ◽  
Integrated Production ◽  
Knowledge Based

scholarly journals Obstáculos al implantar el modelo CMMI / Difficulties when implementing the CMMI organizational model

2013 ◽  
pp. 110
Author(s):  
Himelda Palacios ◽  
Néstor Porcell
Keyword(s):  
Cultural Change ◽  
Software Design ◽  
Process Management ◽  
Intervention Strategies ◽  
Capability Maturity Model ◽  
Maturity Model ◽  
Quality Model ◽  
Engineering Project ◽  
Capability Maturity ◽  
Culture Organisationnelle

RESUMENEsta investigación analiza y propone estrategias de intervención que permiten identificar y superar los obstáculos de aprendizaje organizacional, que experimenta una organización cuando decide implantar el modelo de calidad para el desarrollo y mantenimiento de software, CMMI (Capability Maturity Model Integrated). Implantar el CMMI es más que definir procesos, procedimientos y formatos, lo que realmente implica es cambiar la cultura organizacional de las áreas y/o empresas de desarrollo de software, cambiar el comportamiento de los Ingenieros de Software. Las estrategias de intervención propuestas facilitan el cambio de la cultura organizacional requerido, para que una organización dedicada al desarrollo y mantenimiento de software pueda alcanzar con éxito los niveles de madurez definidos por el modelo CMMI. Este cambio de cultura implica orientar a la organización hacia los lineamientos definidos por la gestión de la calidad del software, la ingeniería de software, la gerencia de proyectos, la gerencia de procesos, el mejoramiento continuo de procesos, la gestión cuantitativa de procesos y el aprendizaje continuo.ABSTRACTThis research aims at analysing and proposing intervention strategies which allow to identify and avoid the risks in organization learning processes, when an organization decides to implement a quality model for the development and maintenance of specialized softwares, such as CMMI (Capability Maturity Model Integrated). This software design means much more than identifying processes, procedures and formats, which implies an organizational cultural change in the corresponding areas and companies in charge of software development changing the behavior of software design engineers. The intervention strategies suggested facilitate a change in organizational culture in this type of organization reaching success at high maturity levels based on the CMMI model. This will lead the organization to high quality standards in software design, software engineering, project management, process management, a continuing successful follow- up processes, quantitative process management and systematic learning.RESUMÉÉCette étude analyse et propose différentes stratégies d’intervention aidant à l’identification et à la résolution de problèmes liés à l’apprentissage organisationnel. Cela peut être le cas pour une organisation qui déciderait de mettre en place le modèle de qualité pour le développement et la maintenance de logiciels, CMMI (Capability Maturity Model Integrated). En effet, pour intégrer le CMMI aux processus organisationnels de l’entreprise, il s’agit moins de définir les procédures, formats et processus que de modifier la culture organisationnelle des départements et/ou entreprises informatiques de développement de logiciel ainsi que le comportement des ingénieurs informatiques. Les stratégies d’intervention proposées favorisent le changement de culture organisationnelle nécessaire pour qu’une organisation, tournée vers le développement et la maintenance de logiciel, puisse atteindre avec succès des niveaux de maturité définis par le modèle CMMI. Ce changement culturel implique une orientation de l’organisation aux directives définies par la gestion qualitative des logiciels, la gestion de projet, celle des processus de gestion, de l’amélioration continue des processus, de la gestion quantitative des processus et de l’apprentissage continu.RESUMOEsta pesquisa analisa e propõe estratégias de intervenção que permitem identificar e superar os obstáculos de aprendizado organizativo experimentados por uma organização quando decidir implantar o modelo de qualidade para o desenvolvimento e manutenção de software, CMMI (Capability Maturity Model Integrated). Implantar o CMMI é mais do que definir processos, procedimentos e formulários; em realidade implica a mudança da cultura organizativa das áreas e/ou empresas de desenvolvimento de software, mudar o comportamento dos engenheiros de software. As estratégias de intervenção propostas facilitam a mudança da cultura organizativa requerida, para que uma organização dedicada ao desenvolvimento e manutenção de software possa atingir com sucesso os níveis de maturidade definidos pelo modelo CMMI. Esta mudança de cultura implica orientar a organização em direção aos lineamentos definidos pela gestão da qualidade do software, a engenharia de software, a gerência de projectos, a gerência de processos, o melhoramento contínuo de processos, a gestão quantitativa de processos e o aprendizado contínuo.

scholarly journals How to improve the assessment of BPM maturity in the era of digital transformation

2021 ◽  
Author(s):  
Marek Szelągowski ◽  
Justyna Berniak-Woźny
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Success Factors ◽  
Process Management ◽  
Business Environment ◽  
Maturity Model ◽  
Process Maturity ◽  
Capability Maturity ◽  
Maturity Assessment ◽  
The Impact

AbstractFor almost 30 years, the way of building business process management maturity models (BPM MMs), the importance assigned to individual maturity levels, and the criteria and critical success factors chosen for BPM maturity assessment have not changed significantly, despite the fact that during those three decades, the business environment and organizations themselves have changed enormously. The impact of hyperautomation and the increasing pace of change require the integration of maturity assessment with the BPM implementation methodology, including the repetition of maturity assessment for selected groups of processes. This causes an urgent need to adapt both process maturity assessment methods and BPM MMs to changing working conditions and business requirements. This conceptual paper is based on a model approach. The framework presented in the article continues and at the same time clearly deviates from the tradition of building BPM MMs on the basis of the Capability Maturity Model (CMM). It proposes a two-stage comprehensive process of organizational process maturity assessment, fully integrated into the process of BPM implementation and further business process management. The presented framework makes it possible to assess the process maturity of Industry 4.0 organizations in which dynamic knowledge-intensive business processes (kiBPs) play a key role in creating value.

Knowledge‐based integrated production management model

2010 ◽  
Vol 14 (6) ◽  
pp. 858-871 ◽  
Author(s):  
Jorge Muniz ◽  
Edgard Dias Batista ◽  
Geilson Loureiro
Keyword(s):  
Production Management ◽  
Management Model ◽  
Integrated Production ◽  
Knowledge Based

scholarly journals Small oilfield integrated production management model

2016 ◽  
pp. 19-27 ◽  
Author(s):  
Dusan Danilovic ◽  
Vesna Karovic-Maricic ◽  
Branko Lekovic
Keyword(s):  
Production Management ◽  
Management Model ◽  
Integrated Production
Sign in / Sign up

Export Citation Format

Share Document