scholarly journals Company maturity models: Application to supplier development program in oil&gas sector

2018 ◽  
Vol 11 (2) ◽  
pp. 187
Author(s):  
Jabier Retegi Albisua ◽  
Juan Ignacio Igartua López
Keyword(s):  
Development Program ◽  
Maturity Model ◽  
Supplier Development ◽  
Medium Term ◽  
Self Assessment ◽  
Maturity Models ◽  
Improvement Project ◽  
Road Map ◽  
Oil Gas ◽  
A Company

Purpose: In order to achieve excellence, outsourced maintenance contractors in Oil&Gas sector play a key role due to the important impact of their task on security, availability and energy consumption. This paper presents the process followed in order to implement a Supplier Development Program in a refinery using Company Maturity Model (CoMM) and the results obtained in three cases validating the method to obtain a strategic improvement project medium term grid.Design/methodology/approach: The methodology followed consists of constructing a CoMM capturing the knowledge existing in the refinery and applying it with three supplier improvement teams. Findings and conclusions have arised through an observation of the three processes and extracting common conclusions.Findings: The resulting CoMM has been used for self-assessment by three suppliers and has demonstrated its potential to define a medium-term improvement project road map validated by the customer. Furthermore, during the design and application processes, the contribution of CoMMs to the SECI process of knowledge management has been observed.Practical implications: The use of CoMMs in a service contractor context can be applied in other sectors. It contributes to alignment of targets between the supplier and customer companies and to knowledge sharing inside both firms.Originality/value: Maturity models in many transversal fields (CMMI, EFQM, BPMM, PEMM, etc.) have been thoroughly studied in the literature. Less effort has been made analysing the case of using maturity models constructed and implemented by a company for its specific purposes. In this paper, the process followed by a company to establish a Supplier Development Process using CoMMs is described.

Supply Chain Performance Measurement and Organizational Alignment in the Digital World

2019 ◽  
pp. 128-154
Author(s):  
Ehap Sabri ◽  
Rohan Vishwasrao
Keyword(s):  
Supply Chain ◽  
Performance Measurement ◽  
Balanced Scorecard ◽  
Maturity Model ◽  
Maturity Models ◽  
Strategic Objectives ◽  
The Balanced Scorecard ◽  
Digital World ◽  
Road Map ◽  
And Performance

The authors describe how organizations can leverage the maturity model approach in conjunction with foundational concepts of perspective-based performance evaluation models like the balanced scorecard (BSC) to define a comprehensive performance measurement framework. A maturity model by design provides a road-map to the next level of performance. In this chapter, the authors propose using maturity models as a structured way of identifying current capability or maturity level of any supply chain. The authors provide guidance on selecting the right “causal linkages” between supply chain objectives and performance measures. They then define a mechanism for specifying even more granular definitions of measures linked to strategic objectives, as the level of maturity progresses. In this chapter, the authors survey widely used supply chain/business process maturity models and current practices related to measuring operational metric. And then present a tiered framework for operational metric alignment and KPI governance based on perspective-based modeling design principles.

Continuous Improvement Maturity Models

2021 ◽  
pp. 1901-1914
Author(s):  
Brian J. Galli
Keyword(s):  
Competitive Advantage ◽  
Continuous Improvement ◽  
Maturity Model ◽  
Model Assessment ◽  
Structured Interviews ◽  
Maturity Models ◽  
Skill Sets ◽  
Is Research ◽  
Practice Models ◽  
A Company

Maturity models seek to enhance a business with the passage of time. The purpose is to attain a competitive advantage. Various maturity models are accessible, including the continuous improvement maturity model (CIMM). The model offers outstanding techniques and practice models in addition to tools, skill sets, and a proper mindset to process improvement. This article analyzes the need for Continuous Improvement Maturity Models in a company. Hence, the current maturity of a company cannot be indicated by this model. There is a need for progress and knowledge to combine and improve the company's level of maturity. The model assessment refers to an instrument that is research-based and assists the users to set a goal assessment of the maturity level. The purpose of designing this model is for it to be utilized by any manufacturing company. A series of repetitive phases are required by this instrument, and its moderations and validation are based on various case-studies and semi-structured interviews conducted with experts.

Continuous Improvement Maturity Models

2019 ◽  
Vol 10 (4) ◽  
pp. 26-38
Author(s):  
Brian J. Galli
Keyword(s):  
Continuous Improvement ◽  
Process Improvement ◽  
Maturity Model ◽  
Model Assessment ◽  
Maturity Level ◽  
Structured Interviews ◽  
Maturity Models ◽  
Skill Sets ◽  
Practice Models ◽  
A Company

Maturity models seek to enhance a business with the passage of time. The purpose is to attain a competitive advantage. Various maturity models are accessible, including the continuous improvement maturity model (CIMM). The model offers outstanding techniques and practice models in addition to tools, skill sets, and a proper mindset to process improvement. This article analyzes the need for Continuous Improvement Maturity Models in a company. Hence, the current maturity of a company cannot be indicated by this model. There is a need for progress and knowledge to combine and improve the company's level of maturity. The model assessment refers to an instrument that is research-based and assists the users to set a goal assessment of the maturity level. The purpose of designing this model is for it to be utilized by any manufacturing company. A series of repetitive phases are required by this instrument, and its moderations and validation are based on various case-studies and semi-structured interviews conducted with experts.

Self-Assessment for Evaluating and Improving the Product Development Processes in SMEs

2012 ◽  
Author(s):  
Tobias Bensiek ◽  
Arno Kühn ◽  
Jürgen Gausemeier ◽  
Michael Grafe
Keyword(s):  
Performance Evaluation ◽  
Development Process ◽  
Success Factor ◽  
Maturity Model ◽  
Self Assessment ◽  
Target State ◽  
Industrial Sectors ◽  
Development Processes ◽  
Complex Technical Systems ◽  
A Company

Effective and efficient processes characterize successful companies in mechanical engineering and related industrial sectors. Methods and tools of Virtual Prototyping and Simulation (VPS) become more and more accepted in these processes. The integration of these methods and tools into the processes and the PDM/PLM infrastructure of the company is a success factor in the development of complex technical systems. Especially small and medium sized enterprises (SMEs) often run isolated applications that are insufficiently integrated into the development process and the PDM/PLM infrastructure. This paper introduces the VPS-Benchmark — an adaptable maturity model for performance evaluation and improvement in small and medium-sized enterprises (SMEs) with focus on VPS. By giving an overview on existing approaches for performance evaluation and improvement, we point out the demand for a new maturity approach meeting the requirements of SMEs. The new maturity model will then be introduced. After explaining the basic concept of the model, we describe its development and application. The model offers a systematic performance improvement by giving concrete measures. These measures are derived from the comparison of current performance and a company-specific target state. This individual target state is determined by the company-class. The whole approach is based on a software-supported questionnaire that allows for a self-assessment in SMEs.

Establishment of a maturity model to assess the development of industrial AI in smart manufacturing

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Wenting Chen ◽  
Caihua Liu ◽  
Fei Xing ◽  
Guochao Peng ◽  
Xi Yang
Keyword(s):  
Artificial Intelligence ◽  
Manufacturing Firms ◽  
Smart Manufacturing ◽  
Maturity Model ◽  
Structured Interviews ◽  
Maturity Models ◽  
Content Type ◽  
Domain Experts ◽  
Road Map ◽  
Industrial Context

PurposeThe benefits of artificial intelligence (AI) related technologies for manufacturing firms are well recognized, however, there is a lack of industrial AI (I-AI) maturity models to enable companies to understand where they are and plan where they should go. The purpose of this study is to propose a comprehensive maturity model in order to help manufacturing firms assess their performance in the I-AI journey, shed lights on future improvement, and eventually realize their smart manufacturing visions.Design/methodology/approachThis study is based on (1) a systematic review of literature on assessing I-AI-related technologies to identify relevant measured indicators in the maturity model, and (2) semi-structured interviews with domain experts to determine maturity levels of the established model.FindingsThe I-AI maturity model developed in this study includes two main dimensions, namely “Industry” and “Artificial Intelligence”, together with 12 first-level indicators and 35 second-level indicators under these dimensions. The maturity levels are divided into five types: planning level, specification level, integration level, optimization level, and leading level.Originality/valueThe maturity model integrates indicators that can be used to assess AI-related technologies and extend the existing maturity models of smart manufacturing by adding specific technical and nontechnical capabilities of these technologies applied in the industrial context. The integration of the industry and artificial intelligence dimensions with the maturity levels shows a road map to improve the capability of applying AI-related technologies throughout the product lifecycle for achieving smart manufacturing.

Konzeption digital vernetzter Produktionen*/Conception of digitally connected productions – Goal-oriented design of integrated production systems using maturity models for industry 4.0

2019 ◽  
Vol 109 (07-08) ◽  
pp. 527-530
Author(s):  
R. Ungern-Sternberg ◽  
C. Leipoldt ◽  
K. Erlach
Keyword(s):  
Industry 4.0 ◽  
Production Systems ◽  
Industrie 4.0 ◽  
Maturity Model ◽  
Wird Eine ◽  
Maturity Models ◽  
Integrated Production ◽  
System P ◽  
A Company ◽  
Oriented Approach

Technologieorientierte Ansätze bei der Konzeption von digitalisierten Produktionssystemen können zu Inkohärenzen und geringerer Effektivität des Gesamtsystems führen. Durch den hier vorgestellten zielorientierten und reifegradbasierten Ansatz wird eine Systembetrachtung ermöglicht. Das Resultat ist ein unternehmensindividuelles, abgestimmtes Konzept zur Integration von Industrie 4.0-Lösungen in ein bestehendes schlankes Produktionssystem.   Technology oriented approaches for digitalized production systems could cause incoherencies and a limited effectivity of the overall system. The presented goal-oriented approach based on a maturity model enables an overall system evaluation. Result is a company-specific, harmonized concept to integrate Industry 4.0 solutions in an existing lean production system.

scholarly journals Responsible Resource Management in Remanufacturing—Framework for Qualitative Assessment in Small and Medium-Sized Enterprises

Resources ◽  
2021 ◽  
Vol 10 (2) ◽  
pp. 19
Author(s):  
Paulina Golinska-Dawson ◽  
Karolina Werner-Lewandowska ◽  
Monika Kosacka-Olejnik
Keyword(s):  
Resource Management ◽  
Automotive Industry ◽  
Circular Economy ◽  
Management Practices ◽  
Assessment Tool ◽  
Qualitative Assessment ◽  
Maturity Model ◽  
Self Assessment ◽  
Research Gap ◽  
A Company

Through the remanufacturing process, obsolete, broken, and end-of-use products are brought to “a like new condition”. Remanufacturing is an example of implementation of circular economy at a company level. There are few studies on responsible resource management in a remanufacturing process. This paper contributes to this research gap by presenting a two-layered framework, which uses the maturity model theory, and it allows for a quick scan of a remanufacturing process. First, in the descriptive layer of the framework we define five maturity levels with regard to responsible resource management. We analyze water, emissions, energy, and materials, and describe relevant responsible resource management practices, which we link with maturity levels. We also design the relevant self-assessment tool which utilizes the existing expert’s knowledge of a company. Then, in the prescriptive layer of the framework, we propose a method for the identification of the maturity gap, and areas for improvement. We develop a procedure for prioritizing the measures, which shall be implemented in order to achieve a higher level of responsible resource management in a remanufacturing company. The framework is tested in small and medium-sized enterprises from the automotive industry.

ANALISIS IMPLEMENTASI PROYEK PERUBAHAN JANGKA MENENGAH ALUMNI PELATIHAN KEMEMIMPINAN TINGKAT IV TAHUN 2017

2020 ◽  
Vol 15 (2) ◽  
Author(s):  
Embung Megasari
Keyword(s):  
Leadership Development ◽  
Work Teams ◽  
Development Program ◽  
Medium Term ◽  
Internal Factors ◽  
Interview Technique ◽  
Term Change ◽  
Development Change ◽  
Change Projects ◽  
Leadership Development Program

This study aims to explore the factors of the implementation of Midterm-term Change Project proposed by alumni of Leadership Development Program (Diklatpim) Level held in 2017 in the Riau Province. Data was collected using interview technique and review of related documents. The informants included three parties namely the alumni as the owner of the change project, the alumni superior as the mentor and organizer of the Training. The results showed, from the perspective of implementation, there were internal factors (low willingness, seriousness and motivation, as well as alumni communication with limited work teams) and external (unavailability of IT staff, lack of support for infrastructure and budget facilities, inequality of perception between participants and stakeholders to supporting data, as well as the lack of direct attention of superiors as mentors) which is the cause of the suboptimal implementation of medium-term change projects. This research contributes to efforts to improve the implementation of medium- term change projects through an understanding of the factors that cause the low level of implementation of the project term change in 2017 Riau Province Diklatpim IV alumni.Keywords: leadership development, change project, training evaluation, Riau.

IT GOVERNANCE AUDIT AT PT PERUSAHAAN GAS NEGARA USING COBIT FRAMEWORK

2018 ◽  
Vol 23 (2) ◽  
pp. 95-106
Author(s):  
Mahendra Sunt Servanda ◽  
Achmad Benny Mutiara
Keyword(s):  
Information And Communication Technology ◽  
Communication Technology ◽  
It Governance ◽  
Maturity Model ◽  
Maturity Level ◽  
Efficiency And Effectiveness ◽  
Information And Communication ◽  
Level 3 ◽  
It Usage ◽  
A Company

The use of information and communication technology in a company gives an important contribution for the achievement of business objectives. PT Perusahaan Gas Negara, especially in the Business Solutions and Services Operations (BSSO), plays a significant role in the utilization of information and communication technology assets to PT Perusahaan Gas Negara. It takes a good IT governance for BSSO to improve the efficiency and effectiveness of IT usage. Audit of IT governance maturity using COBIT 4.1. Maturity model level used to determine the maturity level of IT usage in the enterprise with a scale of 0 (non-existent) to 5 (optimized). This study focused on two domains namely Plan and Organise (PO) and Monitor and Evaluate (ME) model to measure the maturity level of IT maturity levels in PT Perusahaan Gas Negara. From this study, the results of the maturity level domain PO is 3.13 and ME is 2.98, it can be given the conclusion that the maturity level of IT governance at PT PGN is in level 3 (defined). At this level means that all the procedures in the company are standardized and documented, but the company is still not able to detect the deviations that have occurred.

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