Balanced Automation Systems II: Implementation challenges by A. Kusiak, D. He (auth.), Luis M. Camarinha-Matos, Hamideh

By A. Kusiak, D. He (auth.), Luis M. Camarinha-Matos, Hamideh Afsarmanesh (eds.)

xiv field for Balanced Automation, examine during this sector continues to be younger and rising. In our opinion, the improvement of hybrid balanced ideas to deal with a number of automation degrees and guide ways, is a way more demanding learn challenge than the hunt for a merely computerized resolution. a variety of learn actions defined during this ebook illustrate a few of these demanding situations during the improvement proposals, helping instruments, and preliminary effects. In sure chapters notwithstanding, the balancing facets usually are not but completed within the examine quarter, yet their inclusion during this ebook is meant to offer a broader and extra finished standpoint of the a number of parts concerned. One vital point to be spotted is the extension and alertness of the idea that of balanced automation to all parts of the producing firm. essentially, the necessity for a "balanced" method isn't really constrained to the store ground elements, really it applies to all different components, as illustrated by way of the extensive spectrum of study contributions present in this booklet. for example, the necessity for a suitable integration of a number of structures and their views is especially vital for the implantation of digital firms. even if either the BASYS'95 and the BASYS'96 meetings have supplied vital contributions, methods, and instruments for the implantation of balanced automation structures, there are many components that require additional study: .

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BPR's distinguishing characteristics are radical change, cross-functionality, operating across organizational units, 32 Part Two Reengineering and Strategic Perforrrumce Measurement breaking outdated paradigms, and involves innovative application of technology (Tsang, 1993). The change process itself should emphasize the value-added element for every activity, recognizing time as a competitive weapon, focusing on end results and objectives, ensuring quality at the source, planning for an end-to-end solution, challenging the old ways and proposing new ways, using the right technology, empowering people and building consensus on making changes, and setting aggressive goals for the new process (Stadler, 1992).

The worlrlng-group level might not even exist in strong hierarchical organisations. Therefore, one of the central innovations of the last two decades in manufacturing has been the introduction of working groups in the automobile industry as well as in mechanical Anthropocentric production stystems 21 engineering or chemical plant supervision and maintenance. The case of Volvo has become the most famous example with its semi-autonomous assembly groups. These organisational developments have given rise to completely new concepts of logistics.

Sales team (focused resources to meet needs of unique customer groups) 8. Information technology (improved to quickly address customer changes) 9. 74 Scale: l=Not at all, 2=Minor Extent, 3=Moderate Extent, 4=Major Extent, 5=Great Extent Table 4 BPR's impact on company performance 1. Sales growth rate 2. Market share 3. Operating profits 4. Rates of profits to sales 5. Cash flow from operation 6. Rerum on investment 7. New product development 8. New market development 9. 80 Scale: l=Not at all, 2=Minor Extent, 3=Moderate Extent, 4=Major Extent, 5=Great Extent Orl:anization Performance.

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