Advances in Decision Sciences / 2012 / Article / Tab 1

Research Article

Model Driven Integrated Decision-Making in Manufacturing Enterprises

Table 1

Four example case study MEs.

Air-Con
World leading supplier of industrial air-conditioning systems [15]
Focal activities of the ME: mixed realisation of (a) “special,” (b) “customized,” and (c) “standard” products with a largely common set of human, IT, and machine systems
Product complexity: low to medium
Product variance: high
Lead-times: short to medium
Product cost: medium
Key concerns of company: major cash flow problems because of late contract fulfilment apparently arising mainly from poor assembly system behaviours
Hypothesise sources of the problem: (A) over the wall planning enterprise wide (short and medium terms) and (B) lack of informed choice of best manufacturing paradigm (longer term)
Project aim: decision support and integrate multifunctional, enterprise wide planning
Research/consultancy approach taken: three-level modelling of various ME system behaviours set within a common specific case structural model of the organisation

ISF (International Shop-Fitter)
European and north American supplier of point of sale furniture [16, 17]
Focal activities of the ME: mixed realisation of (a) “customized” and (b) “standard” products with a largely common set of human, IT, and machine systems
Product complexity: low
Product variance: high
Lead-times: short to medium
Product cost: low to medium
Key concerns of company: excessive inventories and contract delays leading to significant cash flow problems
Hypothesise problem sources: (A) poor planning of impacts of product variance enterprise wide (short and medium terms) and (B) lack of informed choice of assembly paradigms (longer term)
Project aim: decision support and integrate multifunctional planning enterprise wide
Research/consultancy approach taken: three-level modelling of various ME system behaviours set within a common specific case structural model of the organisation

AEM
World leading aircraft engine manufacturer [18]
Focal activities of the ME: modular assembly and late customisation of limited number of aeroengine variants with a partially common set of human, IT, and machine systems
Product complexity: high
Product variance: low
Lead-times: medium to long
Product cost: high
Key concerns of company: contract fulfilment delays and high assembly costs leading to penalties or loss of contracts and thus cash flow problems
Hypothesise sources of the problem: disjunct between manufacturing operations, tactical and strategic
Project aim: decision/information support and integrate 3 levels of manufacturing planning
Research/consultancy approach taken: three-level modelling of ME system behaviours set within a common specific case structural model of the organisation with real-time information support provision

AMC
Commercial aircraft manufacturer [15]
Focal activities of the ME: introduce new assembly technology for a new generation of aircraft and for future product generations to reuse the developed supply chain and assembly methods and techniques
Product complexity: very high
New product variance: very low
Lead-times: long
Product/project cost: very high
Key concerns of company: how to virtually engineer new production systems and to reuse production systems engineering methods in the longer term
Hypothesise problem source: lack of knowledge about coherently using virtual engineering at multiple abstraction levels for reusable engineering of aircraft production
Project aim: to provide reusable decision support capabilities targeted at aspects of the virtual engineering of aircraft assembly lines of concern to the company
Research/consultancy approach taken: simulated behaviours of targeted systems set within a common specific case structural model of the ME’s supply chain

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