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 13397 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 2 5 8 9 9 9 9 4 10 11 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 2 4 2 2 2 2 6 7 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