Liiketoiminnan ja järjestelmien kehittäminen kannattaa tehdä yhdessä ja kokonaisvaltaisesti. Siksi aloitamme valikossa olevien tehtävien mukaisesti yrityksen strategiasta, liiketoimintamallista ja prosesseista ja siten päädymme niitä tukevaan tietojärjestelmäratkaisuun. Miten paljon aikaa kuhunkin käytetään riipuu yrityksen kypsyydestä ja aiemmasta kehityspolusta.
Development of the manufacturing company has progressed to the Industry 4.0 phase. In this case, independent decision-making is used to automate production and reach a new level in terms of quality and capacity control. This technology is based on smart actuators, big data and cloud services. This development phase has been flooded according to the following trajectory:
When the devices are capable of advanced learning based on an increasing knowledge base, the production system can be developed on a new footing. IoT enables continuous data collection and large Data collection. Simulations allow different scenarios to be tested before even exporting to production or in production in the selection of different delivery options. Augmented reality can enhance training or bring new dimensions to analyse deviations and problems.
All of this relies on the effective integration between the various systems, in which case independent equipment and subsystems are in real-time contact with each other. Industry 4.0 will Revoluton production, but not necessarily overnight, but as the old equipment fleet is replaced with a new one. That is why we need a strategic view that the development of production is in the right direction.
The most economical system is a system that does not need to be implemented …
However, most companies benefit significantly from the integrated system, because experience shows that it supports the growth and development of the company. The integrated system is an ERP system (Enterprise Resource Planning System), but it is more than a planning tool as it’s name suggests: it’s the backbone of business and information management at its best.
Customer Service Boost (Customer promise: speed, availability)
Process and data management integration
Processes can be automated more efficiently
Improved data transparency
Data Management Harmonds
Single and common Master data
Common information methods (product groups, etc.)
Managed System Solution
Development of reporting
The challenges of acquiring the ERP system are:
The demanding selection of the project
Describe a business model
ISO System Project
A vast and complex project
Operational and deployment risks
Change management needs to be designed and coordinated
The cost of the project is high
Requires continuous maintenance
Despite all the foregoing, most companies benefit from the overall system. Better business planning, improved customer service, better management of inventories are things that should interest every company.
Improved forecasting utilises both the entire supply chain and the economic planning. The realisation of benefits requires the coordination and development of holistic activities (processes) and tools (policies, software, training, support).
The purchase of the system must be taken seriously, invested in it and need to be seen. A workable overall system does not arise by chance but as a result of good planning.
Business Process Modeling strives to provide a complete overview of the processes and their integration with each other and more broadly to the strategic goals of the enterprise. Modeling aims to produce a holistic image of the business processes and tasks at the detail level. Modeling is not an end in itself – making a picture because of the image. Modeling is above all:
Strenghts and problems analysis
Open Inter-role communication
The process map is created as a co-product and is a special case of the meeting memo.
Often, the process image needs to be supplemented by surveys, numerical analysis and the collection of documents (prints, documents, work instructions, etc.). These all together form an image of the action.
An essential working stage is the analysis and documentation of development needs. They are based on the findings of documentation and management-defined guidelines. Clear strategy objectives are a backbone of the design of development projects. Without a clear common goal, development projects will be randomly controlled according to local sub-optimizations.
Sometimes, the notation of modelling may have a bigger emphasis (e.g., should we used strictly BPMN). However, our experience is that the notation used is not so important: most importat is that communication is conducted transparently and that the relevant elements are identified and there is ability to document the conducted dialogue.
Phoster is your partner in the development of business operations. We consult companies in the implementation of the strategy, process development, transformational and information technology areas.
We rely on transformational tools, open dialogs, and systemaolithic modelling. For modeling, we use a tool such as QPR EnterpriseArchitect software. Also, MS vision and IBM Blueworks are familiar, and sometimes even MS PowerPoint can work as a sufficient tool.
Our working method is an open and challenging dialogue and a bold introduction to new ideas.