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Managing informal aspects of decision processes for improving reactivity of industrial systems Aline CAUVIN, Riad MEGARTSI DIAM-IMS Domaine Universitaire.

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Presentation on theme: "Managing informal aspects of decision processes for improving reactivity of industrial systems Aline CAUVIN, Riad MEGARTSI DIAM-IMS Domaine Universitaire."— Presentation transcript:

1 Managing informal aspects of decision processes for improving reactivity of industrial systems Aline CAUVIN, Riad MEGARTSI DIAM-IMS Domaine Universitaire de St-Jérôme Avenue Escadrille Normandie-Niemen MARSEILLE CEDEX 20 FRANCE

2 Control system of the firm Production process Idea of product Process models Product models Raw material Finished product Controlling enterprise processes Objectives & constraints Quality, cost, time Objectives & constraints Quality, cost, time Objectives & constraints Quality, cost, time Design control system Production control system Design process Problematics ( 2 )Proposals ( 6 )Implementation ( 5 )

3 Defining enterprise processes Modelling enterprise processes Elaborating common representation Defining mechanisms to process disturbances Analysing disturbances Modelling reaction processes Modelling communication networks between actors Designing a support to aid enterprise processes control An approach in disturbed context Problematics ( 2 )Proposals ( 6 )Implementation ( 5 )

4 Analysing processes in usual context Input Code Verb Human resources Technical resources Type (S, I, E) Performance Indicators quality cost time required effective Output Problematics ( 2 )Proposals ( 6 )Implementation ( 5 )

5 Detecting disturbance Reaction process to disturbances Actor ReactingCharacterizingClassifying Identifying Storing Tool for analysing disturbances Disturbance classification Actor relay Representation of decision making processes Problematics ( 2 )Proposals ( 6 )Implementation ( 5 )

6 Disturbance classification : an example Problematics ( 2 )Proposals ( 6 )Implementation ( 5 ) CriteriaCategories Frequency Importance Causality Control Low : disturbance seldom occurs Medium : disturbance occurs from time to time High : disturbance often occurs Low : consequences of disturbance are not important for production system or its control Medium : production plans may be modified High : consequences of disturbance are important or sometimes catastrophic for production First : causes of disturbance are identified Second : causes are consequences of previous disturbances. It is necessary to identify initial causes Total : disturbance is completely controlled Partial : disturbance is not completely controlled but reaction rules are available and usable No control : there are no algorithms, rules or methods to face disturbance

7 Disturbance Representation of actor relay Project manager Production manager Dialogue relationship Operator Quality manager Formal communication Informal communication Order (1) (4) (3) (2) (0) Problematics ( 2 )Proposals ( 6 )Implementation ( 5 ) Dialogue relationship Order Formal communication Informal communication

8 Identified Disturbance Modelling reaction processes Normal functioning Normal functioning Disturbed functioning Process Flow / Defining involved actors Processed Rejected solution Selected solution Process Flow / Selecting solutions Problematics ( 2 )Proposals ( 6 )Implementation ( 5 ) Resolved disturbance Process Flow / Performing solutions

9 disturbance Actor involved Control aided support Problematics ( 2 )Proposals ( 6 )Implementation ( 5 ) Informing Deciding Storing Functions Updating Solving Solving rules Database Consulting Identifying Consulting Disturbance database New disturbance Classifying

10 Implementing our approach : an example Mechanical engineeringElectronic engineering Computer engineering Prototype Conceptual elaboration Virtual/physical modelling Evaluation of Concepts Definition of technical specifications Detailed design Prototyping EE ME Coordination information exchanges Decision making Conceptual elaboration Virtual/physical modelling Evaluation of Concepts Definition of technical specifications Detailed design Prototyping Problematics ( 2 )Proposals ( 6 )Implementation ( 5 ) disturbances

11 Problematics ( 2 )Proposals ( 6 )Implementation ( 5 ) Design process

12 Problematics ( 2 )Proposals ( 6 )Implementation ( 5 ) Actor relay Project manager Customer Supplier Technician 0 1 Manager of electronics Dpt Manager of mechanics Dpt Purchasing officer Sales executive External Environment Internal Environment Computer manager Disturbance 6 7 3

13 Problematics ( 2 )Proposals ( 6 )Implementation ( 5 ) Reaction process Integration performed Integration validated Process Flow/ Testing intégration Integration nonvalidated Soft re-programmed Process Flow / Selecting solution Goto / Designing Soft Assemblying E&S Goto/ / Integrating Changed chip Not available Ordered Received / Process Flow / Selecting supplier Process Flow / Requesting component Available Goto Integrating

14 Problematics ( 2 )Proposals ( 6 )Implementation ( 5 ) Proposal for improving actor relay Project manager Customer Supplier Technician 0 1 Manager of electronics Dpt Manager of mechanics Dpt Purchasing officer Sales executive Computer manager Disturbance 3 5

15  Management of reactions to disturbances  Analyzing and characterizing disturbances to evolve reactions  Capitalizing decision processes in order to reuse them for future reactions To conclude : interests of the approach  Improving structure and functioning of industrial organizations  Improving knowledge management  Improving communication between actors


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