Refine
Year of publication
Document Type
- Article (13)
- Book (3)
- Part of a Book (62)
- Conference Proceeding (114)
- Contribution to a Periodical (25)
- Lecture (7)
- Internet Paper (2)
- Report (2)
- Working Paper (4)
Is part of the Bibliography
- no (232)
Keywords
- 02 (15)
- 03 (9)
- 04 (1)
- 5G (2)
- 7. EU-Forschungsrahmenprogramm (1)
- AI (2)
- APMS (1)
- APS (1)
- Aachener PPS-Modell (1)
- Ablauforganisation (1)
- Abrechnungsmodell (1)
- Adaptability (1)
- Additive Fertigung (1)
- Administration (1)
- Advanced Planning System (1)
- Anlagenbau (1)
- Anlaufmanagement (1)
- Anomaly detection (1)
- Architektur <Informatik> (1)
- Artificial intelligence (1)
- Asset Management (1)
- Auction Mechanism (1)
- Aufbauorganisation (1)
- Auftragsabwicklung (6)
- Auto-ML (2)
- Automatisierung (1)
- Automobilindustrie (3)
- Beratung (1)
- Beschaffungsplanung (1)
- Beschwerdemanagement (1)
- Best practices (1)
- Bestandsmanagement (1)
- Bewertung (2)
- Big Data (3)
- Blockchain (4)
- Business Analytics (1)
- Business Analytics Methods (1)
- Business Model (1)
- Business Related Services (1)
- Business analytics (1)
- Business management (1)
- Business reference model (1)
- Business-Analytics-Methoden (1)
- Business-Community (2)
- CKD (1)
- CKD-Baugruppe (1)
- CKD-Supply Chains (1)
- CKD-Wirkungsmodell (1)
- CMM (1)
- CO2 accounting (1)
- CPS (3)
- CPSL (1)
- CRM (1)
- CRM-Systeme (1)
- Case study research (1)
- Change Management (1)
- Change Request (2)
- Circular economy (1)
- Circular ecosystems (1)
- Circular product management (1)
- Club of Logistics (1)
- Co-creation (1)
- Collaborative Planning (1)
- Community (2)
- Compliance (2)
- Condition Monitoring (1)
- Condition monitoring (1)
- Controlling (1)
- Conversational interfaces (1)
- Coordination Need (1)
- Corporate Network (1)
- Corporate management (1)
- Cost Benefit Sharing (1)
- Cost Calculation (1)
- Cost-Center (1)
- Customer Success Management (1)
- Customer success managementl (1)
- Customer-Relationship-Management (1)
- Customer-Relationship-Management-Systeme (1)
- Cyber Security (2)
- Cyber physical production control (1)
- Cyber-Security (1)
- DES (1)
- Data Quality (1)
- Data analytics (1)
- Data ecosystem (1)
- Data set (1)
- Data-based pricings (1)
- Data-driven decision (1)
- Data-driven services (1)
- Datenanalyse (1)
- Datenaustausch (2)
- Datenauswertung (1)
- Datenmanagement (1)
- Datenmigration (1)
- Datensouveränität (1)
- Datenstandardisierung (1)
- Decision Support System (1)
- Decision support (1)
- Delphi study (1)
- Deviation detection (1)
- Deviation identification strategies (1)
- Dezentrales Arbeiten (1)
- Dezentralisation (1)
- Dezentralität (2)
- Dienstleistung (3)
- Dienstleistungsangebot (2)
- Dienstleistungsbetrieb (1)
- Dienstleistungsbewusstsein (1)
- Dienstleistungscontrolling (1)
- Dienstleistungseinheit (1)
- Dienstleistungsentwicklung (4)
- Dienstleistungsforum (1)
- Dienstleistungskultur (1)
- Dienstleistungsmanagement (2)
- Dienstleistungsqualität (1)
- Dienstleistungsstrategie (1)
- Differenzierung (1)
- Differenzierungsfokus (1)
- Digital Transformation (1)
- Digital product passport (1)
- Digital sovereignty (1)
- Digital technologies (2)
- Digital transformation (1)
- Digitaler Schatten (6)
- Digitalisation (1)
- Digitalisierung (4)
- Digitalization (3)
- Discrete Event Simulation (1)
- Disruptive Geschäftsmodelle (1)
- Distribution (1)
- Distribution management (1)
- Distributionsplanung (1)
- Do-it-together (1)
- EMISA (1)
- EPCIS (2)
- ERP (5)
- ERP-System (1)
- ERP/PPS-Software (1)
- Echtzeit (3)
- Echtzeitfähige Systeme (1)
- Echtzeitfähigkeit (5)
- Effizienzsteigerung (1)
- Einlinien-Organisation (1)
- Empowerment (1)
- Energieeffizienz (2)
- Energieflexibilitäten (1)
- Energiemanagement (3)
- Energietechnik (1)
- Energy Management (1)
- Enterprise Resource Planning (ERP) (1)
- Enterprise-Resource-Planning (4)
- Entscheidungsunterstützung (1)
- Erfolg (1)
- Erfolgsfaktor (2)
- Erfolgsfaktoren (1)
- Ergebnisperspektive (1)
- Ersatzteillogistik (3)
- Evaluation (1)
- Event Data (1)
- Event-driven IT-Architecture (1)
- Exzellenzcluster (1)
- Fallstudien (1)
- Fertigungsprogrammplanung (1)
- Finanzkrise (1)
- FlAixEnergy (1)
- Footprint design (1)
- Forschungsbedarf (1)
- Führung (1)
- Führungsverhalten (1)
- GAP-Modell (1)
- General Engineering (1)
- Geschäftsmodell (3)
- Geschäftsmodelle (2)
- Global production (1)
- Globalisierung (1)
- GradeIT (1)
- HRSCM (1)
- Heterogenität (1)
- Heuristik (1)
- High Resolution (1)
- Human Factors (1)
- Hybride Arbeit (1)
- Hybride Arbeitskonzepte (1)
- Hybrides Leistungsbündel (2)
- IH-Check (1)
- ILN (1)
- IPS (1)
- IPS-System (1)
- IS Landscape (2)
- IS-architectrue of manufacturing companies (1)
- IT (1)
- IT OT Integration (1)
- IT complexity (3)
- IT landscape (2)
- IT organization (1)
- IT-Security (1)
- IT-Service-Management (1)
- IT-Unterstützung (1)
- Immaterialität (1)
- Implementierungskonzept (1)
- Incorrect Data (1)
- Industrial Production Companies (1)
- Industrie 4.0 (19)
- Industrie 5.0 (1)
- Industrie-4.0-Environments (1)
- Industrie-4.0-Maturity-Index (3)
- Industry 4.0 (2)
- Industry 5.0 (1)
- Information System Architecture (1)
- Information Systems Integration (1)
- Information modeling (1)
- Information systems (4)
- Information workflow (1)
- Informationslogistik (2)
- Informationsmanagement (1)
- Informationsqualität (2)
- Informationssicherheit (1)
- Informationssysteme (1)
- Informationstechnologie (2)
- Instandhaltung (6)
- Instandhaltungsassessment (1)
- Instandhaltungsmanagement (2)
- Instandhaltungsplanung (1)
- Instandhaltungsstrategie (1)
- Instandhaltungsstrategien (1)
- Instandhaltungstools (1)
- Insufficient Data (1)
- Integrativ (1)
- Integrative Production Technology for High-Wage Countries (2)
- Intelligente Produkte (1)
- Intelligentes Stromnetz (1)
- Intelligentes Werkzeug-Maschine System (1)
- Internet of Production (5)
- Investitionsplanung (1)
- Investment Scenarios (1)
- IoP (1)
- KI (2)
- KMU (2)
- KPI (2)
- Kennzahl (1)
- Kennzahlen (2)
- Kennzahlensystem (1)
- Kennzahlensysteme (1)
- Key-Performance-Indicator (1)
- Klein- und Mittelbetrieb (1)
- Klimapolitik (1)
- Kompetenzentwicklung (1)
- Komplexität (1)
- Konfiguration (3)
- Konkurrenzanalyse (1)
- Konzepte (1)
- Kooperation (1)
- Koordination von Communities (1)
- Kosten (1)
- Kosteneffizienz (1)
- Kostenrechnung (2)
- Krise (1)
- Kundenakquise (1)
- Kundenbindung (2)
- Kundengruppenmanagement (1)
- Kundenmanagement (2)
- Kundennutzenorientierung (1)
- Kundenorientierung (2)
- Kybernetik (6)
- Künstliche Intelligenz (4)
- Lastmanagement (1)
- Lastverteilung <Energietechnik> (2)
- Learning-based scheduling (1)
- Leistungsangebot (1)
- Leistungsfähigkeit (2)
- Leistungssysteme (3)
- Lieferketten (1)
- Lieferservice (1)
- Liefertreue (1)
- Literature Review (2)
- Load Management (1)
- Logistik (5)
- Logistiknetzwerk (1)
- Lösungsanbieterstrategie (1)
- MES (1)
- MTO (1)
- Machine Learning (2)
- Maintenance (1)
- Maintenance Services (1)
- Management (1)
- Management Science and Operations Research (1)
- Management-Cybernetics (1)
- Manufacturing (1)
- Manufacturing Companies (3)
- Manufacturing Execution System (1)
- Manufacturing companies (1)
- Manufacturing firms (1)
- Manufacturing-Execution (1)
- Markteinführung (2)
- Maschinenbau (2)
- Maturity Index (2)
- Maturity Model, Maturity Index (1)
- Middleware+ (1)
- Mittelstand (1)
- Mobilität (1)
- Modellierung (1)
- Modularization (1)
- Morphological framework (1)
- Morphology (1)
- MyCarEvent (1)
- Nachhaltige Instandhaltung (1)
- Nachhaltigkeit (1)
- Natural-Language-Processing (1)
- Network configuration (1)
- Netzwerkmanagement (1)
- Online-Community (1)
- Ordnungsrahmen (1)
- Organisationsform (1)
- Organisationsformen (1)
- Outsourcing (1)
- PAS 1074 (1)
- PLM (2)
- PPC (2)
- PPS (19)
- PPS-Buch (3)
- Parameter prediction (1)
- Performance measurement system (1)
- Performance-Management (1)
- Personalwesen (1)
- Pionierprodukt (1)
- Platform (2)
- Predictive quality (1)
- Preisbildung (1)
- Preisstrategie (1)
- Pricing (1)
- ProSense (2)
- Process analysis (1)
- Product Service Systems (1)
- Product-Lifecycle-Management (1)
- Product-Service Systems (1)
- Product-Service-Systems (1)
- Product-as-a-service business (1)
- Product-service system (1)
- Production Planning (1)
- Production Planning and Control (1)
- Production management (3)
- Production networks (1)
- Production-Management (1)
- Production-Networks (1)
- Produkt-Service-System (1)
- Produktanforderungen (1)
- Produktdatenmanagement (1)
- Produktentwicklung (3)
- Produktion (4)
- Produktionsbedarfsplanung (2)
- Produktionsmanagement (10)
- Produktionsmanagementsystem (3)
- Produktionsnetzwerke (1)
- Produktionsplanung (23)
- Produktionsplanung und -steuerung (4)
- Produktionsregelung (1)
- Produktionssteuerung (20)
- Produktionssystem (5)
- Produktionstheorie (1)
- Produktivität (2)
- Produktkomplexität (1)
- Produktlebenszyklus (3)
- Prognose (1)
- Projektentwicklung (1)
- Prozessindustrie (1)
- Prozesskomplexität (1)
- Prozessmodell (1)
- Prozessstandardisierung (1)
- RFID (1)
- Real-Time Data (1)
- Realoptionenansatz (1)
- Reference Model (1)
- Reference data model (1)
- Reference model (1)
- Regelkreis (1)
- Regulation (2)
- Regulatory framework (1)
- Reifegrad (1)
- Reifegradmodell (1)
- Reifegradmodell Instandhaltung (1)
- Release-Engineering (1)
- Remote-Service (1)
- Resources (1)
- Ressourcen (1)
- Ressourcenmanagement (1)
- Revenue model (1)
- Rezepte (1)
- Risikomanagement (1)
- Robotic-Process-Automation (1)
- SCEM (1)
- SCM (2)
- SCOR (1)
- SDM (1)
- SGAM (1)
- SIM-ERP (1)
- SME (1)
- SMEs (2)
- SMS (1)
- SV7113 (1)
- SV7114 (1)
- SV7185 (1)
- SV7213 (1)
- SV7228 (1)
- SV7248 (1)
- SV7312 (1)
- SV7313 (1)
- SV7427 (1)
- SV7459 (1)
- SaaS (1)
- Sales management (1)
- Sales organization (1)
- Scale-Scope-Dilemma (1)
- Selbstoptimierung (4)
- Selbstorganisation (2)
- Self-managed (1)
- Sensorsystem (2)
- Service Engineering (1)
- Service Transformation (1)
- Service modules (1)
- Service-Dominant Logic (1)
- Service-Management-Systeme (1)
- Servicemanagement (3)
- Servitization (1)
- SiZu (1)
- Simulation (7)
- Smart Data (1)
- Smart Machines (1)
- Smart Products (2)
- Smart Services (2)
- Smart product service system (1)
- Smart product service systems (1)
- Smartification (1)
- Social Media (1)
- Software (1)
- Solution Provider (1)
- Soziotechnische Systeme (1)
- Spare Parts Logistics (1)
- Spieltheorie (1)
- Stammdaten (1)
- Stammdatenmanagement (1)
- Standardisierung (2)
- Strategy and Management (1)
- Structural Model (1)
- Studie (3)
- Störungsmanagement (2)
- Subscription (1)
- Subscription Business (2)
- Subscription Business Models (1)
- Subscription business (2)
- Subscription economy (1)
- Subskription (1)
- Suchmaschine (1)
- Supply Chain (1)
- Supply Chain Design (1)
- Supply Chain Event Management (2)
- Supply Chain Management (2)
- Supply Chain Management User Diversity Gamer types Human Behavior Beer Game Serious Gaming (1)
- Supply chain event management (1)
- Supply-Chain-Data-Management (1)
- Supply-Chain-Management (9)
- Supply-Chain-Planning (2)
- System Dynamics Simulation Model (1)
- Systemauswahl (1)
- TPM (1)
- Task-oriented Reference Model (1)
- TechFit (2)
- Technologiemanagement (3)
- Tele-Service (1)
- Teleservice (1)
- Termintreue (1)
- Theorie der Wertschöpfung (1)
- TiCo (1)
- Transformation (1)
- Transformationslinie (1)
- Trends (1)
- Typification (2)
- Tätigkeiten (1)
- Umwelt- und Klimapolitik (1)
- Umweltpolitik (1)
- Unternehmensberatung (1)
- Unternehmensnetzwerk (2)
- VSM (1)
- Value-based Pricing (1)
- Value-based pricing (1)
- Value-in-Use (1)
- Value-in-use (2)
- Variantenfertigung (1)
- Variantenfließfertigung (1)
- Variantenmanagement (1)
- Vernetzung (1)
- Virtual Collaboration, Organizations, and Networks, (1)
- Virtuelle Fabrik (2)
- Virtuelle Organisation (1)
- Wandlungsfähigkeit (2)
- Werkzeugbau (1)
- Wertorientiertes Instandhaltungsmanagement (1)
- Wettbewerbsanalyse (1)
- Whitepaper (1)
- Windenergie (2)
- Wirtschaftskrise (1)
- Zielsystem (1)
- Zugangsberechtigung (1)
- Zuverlässigkeit (1)
- acquisition cycle (1)
- agile and learning companies (1)
- agile development (1)
- artificial intelligence (2)
- artificial intelligence lifecycle (1)
- asset management (1)
- behavioral management (1)
- blockchain (1)
- blockchain-based services (1)
- bullwhip effect (1)
- business model canvas (1)
- business transformation (1)
- capability maturity model (1)
- case study research (1)
- characteristic curves (1)
- classification (1)
- cognitive automation (1)
- cognitive control unit (CCU) (1)
- companies (1)
- complexity management (1)
- complexity theory (1)
- concurrent engineering (1)
- configuration (2)
- control (1)
- control theory (1)
- critical success factors (1)
- criticality analysis (1)
- customer (1)
- customer data (1)
- customer journey (1)
- customer productivity (1)
- customer relationship management (1)
- customer suitability (1)
- cyber-physische Systeme (1)
- cybernetics (4)
- data analytics (2)
- data mining (1)
- data value (1)
- data value assessment (1)
- data-driven services (1)
- decentralized workplace (1)
- decision-maker (1)
- demand response (1)
- design fields (1)
- development process (1)
- deviation management (1)
- digital products (1)
- digital services (1)
- digital shadow (5)
- digital technologies (1)
- digital transformation (2)
- digital twin (1)
- digitalization (1)
- dispatching rules (1)
- disruptions (1)
- dynamic systems (1)
- e.GO (1)
- eMobility (1)
- economic quantification (1)
- economies of sale (1)
- economies of scope (1)
- electric vehicle communication (1)
- energy management (3)
- energy management use cases (1)
- energy monitoring (2)
- energy-efficiency (1)
- engineering to order (1)
- enterprise resource planning system (2)
- enterprise social network (1)
- evaluation (1)
- everything-as-a-service (1)
- external factor (1)
- fix and intersection point of eMobility (1)
- food industry (1)
- framework (1)
- gap analysis (1)
- gemeinsame Schnittstelle (1)
- grasp point (1)
- grid management (1)
- guidelines (1)
- human (1)
- human-robot collaboration (1)
- human-technology-organisation concept (1)
- hybrid work concepts (1)
- improvement program (1)
- incorrect data (1)
- industrial services (1)
- industrielle Dienstleistung (1)
- industrielle Dienstleistungen (3)
- information logistics (1)
- information logistics model (1)
- information quality (1)
- information sharing (1)
- information system (2)
- information system architecture (1)
- integrated solutions (1)
- intelligent support system (1)
- internet of production (1)
- job release (1)
- job shop (1)
- key account management (1)
- lean management for service industries (1)
- literature review (1)
- load management (2)
- logistics (2)
- logistics operation curves (1)
- machine learning (1)
- machinery and plant engineering (1)
- machinery and plant engineering industry (1)
- maintenance (1)
- maintenance management (1)
- management (1)
- manufacturing (1)
- manufacturing companies (3)
- manufacturing company (2)
- manufacturing industry (2)
- modularization (1)
- morphology (1)
- myOpenFactory (2)
- optimization (1)
- order management (1)
- organizational transformation (1)
- parameters (1)
- peer_rev (1)
- peerrev (1)
- performance (1)
- performance management (1)
- portfolios (1)
- process coordination centres (1)
- process industries (1)
- procurement (1)
- product development process (1)
- product returns (1)
- product service systems (1)
- production (1)
- production control (1)
- production management (1)
- production network (1)
- production networks (1)
- production planning (1)
- production planning and control (4)
- production system (2)
- production systems (1)
- productivity (1)
- ramp-up (1)
- real-time architecture (1)
- real-time capability (1)
- real-time enterprise (1)
- realtime capability (1)
- recursion level (1)
- reference model (1)
- reliability (1)
- remote work (2)
- renewable energies (1)
- resilience (1)
- resilience principles (1)
- rev (30)
- reverse logistics (1)
- reverse supply chain (1)
- reverse supply chain management (1)
- risk analysis system (1)
- risk management (1)
- scheduling (1)
- scheduling parameters (1)
- self-optimizing production systems (1)
- self-optimizing systems (1)
- serious gaming (1)
- service (1)
- service based business model (1)
- service engineering (2)
- service lifecycle management (1)
- service process (1)
- service production (2)
- service productivity (1)
- service range complexity (1)
- servitization (2)
- simulation (1)
- small and medium enterprises (1)
- smart grid architecture model (1)
- smart product service systems (1)
- smart product-service systems (1)
- smart products (2)
- smart services (1)
- smartification (1)
- social network (1)
- social software (1)
- socio-technical system (1)
- stress (1)
- structural equation modeling (1)
- subscription business (1)
- subscription business models (2)
- success factors (2)
- supply chain (1)
- supply chain design (2)
- supply chain event management (1)
- supply chain management (2)
- supply chain planning (1)
- sustainability (1)
- system dynamics (4)
- task model (1)
- tasks-based (1)
- text data (1)
- text mining (1)
- total productive management (1)
- use case modeling (1)
- value based maintenance (1)
- value based management (1)
- value proposition (1)
- value-based pricing (1)
- variant-creating factors (1)
- viable system model (3)
- working capital management (1)
- Änderungsmanagement (2)
Institute
- Business Transformation (10)
- Dienstleistungsmanagement (67)
- FIR e. V. an der RWTH Aachen (232)
- Informationsmanagement (51)
- Produktionsmanagement (115)
Auftragsmanagement
(2014)
Ausgelöst durch einen konkreten Kundenauftrag, plant, steuert und überwacht das Auftragsmanagement sämtliche Aktivitäten der Auftragsabwicklung von der Anfragenbearbeitung über die Konstruktion, den Einkauf, die Fertigung und Montage bis hin zum Versand des fertigen Produkts. Dabei wird im Auftragsmanagement das Ziel verfolgt, die Transparenz der Auftragsabwicklung zu erhöhen und damit die Reaktionsfähigkeit im Hinblick auf unternehmensinterne und -externe Störungen deutlich zu verbessern. Gleichzeitig unterstützt das Auftragsmanagement die Lösung von Interessenskonflikten zwischen verschiedenen Fachbereichen sowie die Ausregelung von Zielkonflikten im Sinne einer effizienten Erfüllung des Kundenauftrags.
Teilaufgaben des Auftragsmanagements sind die Angebotsbearbeitung, die Auftragsbearbeitung sowie die Auftragskoordination und das Auftragscontrolling. In diesem Kapitel werden zunächst die Kernaufgaben des Auftragsmanagements definiert und anschließend die wesentlichen Methoden und Verfahren zur Bearbeitung der verschiedenen Teilaufgaben innerhalb des Auftragsmanagements zusammengestellt. Abschließend werden die Aufgaben des Auftragsmanagements in ihrer zeitlogischen Abfolge in Form eines Referenzprozessmodells modelliert und dabei fertigungstypspezifisch detailliert.
Die Eigenfertigungsplanung und -steuerung erhält als Eingangsinformation das zu realisierende Eigenfertigungsprogramm aus der Produktionsbedarfsplanung. Das Ziel der Eigenfertigungsplanung und -steuerung ist die Erstellung, Umsetzung und Kontrolle eines detaillierten Ablaufplans für die Fertigung und Montage unter Berücksichtigung der tatsächlich verfügbaren Produktionsressourcen. In ihren Teilaufgaben Losgrößenrechnung, Feinterminierung, Ressourcenfeinplanung, Reihenfolgeplanung, Verfügbarkeitsprüfung und Auftragsfreigabe legt die Eigenfertigungsplanung und -steuerung beispielsweise kostenoptimale Losgrößen und optimale Arbeitsgangreihenfolgen fest.
In diesem Beitrag werden zunächst die Kernaufgaben der Eigenfertigungsplanung und -steuerung definiert und anschließend die wesentlichen Methoden und Verfahren zur Bearbeitung der verschiedenen Teilaufgaben innerhalb der Eigenfertigungsplanung und -steuerung zusammengestellt. Abschließend werden die Aufgaben der Eigenfertigungsplanung und -steuerung in ihrer zeitlogischen Abfolge in Form eines Referenzprozessmodells modelliert und dabei fertigungstypspezifisch detailliert.
Applying Game Theory in Procurement. An Approach for Coping with Dynamic Conditions in Supply Chains
(2014)
Producing companies are facing continually changing conditions accompanied by higher requirements with respect to the flexible configuration of their supply chain. The challenge resulting from this initial situation is to develop systems that have the availability of adjusting their planning procedures and aims depended on the situation and therefore accommodate the increasing demand for flexibility. To address this challenge game theory seems to be a new and promising approach. The aim and added-value of the research work described here is to develop a decision model for the area of procurement using solutions concepts of game theory. Especially in times of high volatility such a decision model can support material requirements planners better than today's common selective planning logics.
In this paper the model to be solved by game theoretic solution concepts is presented. A research study has been conducted which proved the need for combining existing methods of procurement quantity calculation by means of game theoretic solution concepts. Some of the results of this study are presented in this paper. In the last part of the paper a structure for classifying game theoretic models is presented. This structure should support in selecting the appropriate solution concept for real-life decision-situations and is able to support in any practical application-field finding out the most appropriate game theoretic solution concept.
Ziel des Forschungsbereichs "Selbstoptimierende Produktionssysteme" ist es, sowohl technische als auch soziotechnische Produktionssysteme zu entwickeln, die durch Selbstoptimierung eine bessere Performance erreichen, als bei der Auslegung geplant und erwartet werden kann. Im Fokus steht die Steigerung der Produktivität in der Produktion direkt vor Ort. Bedeutend ist die dezentrale Entscheidungsfähigkeit der Mitarbeiter auf dem Shopfloor und in unterstützenden Bereichen, sowie der kognitiven und adaptiven Systeme und Netzwerke in der Produktion.
The growth of installed wind capacities generated a market with a huge variety of service offers for operation & maintenance of wind turbines. Different parties like manufacturers, component suppliers as well as independent service providers compete for the attractive after sales market. An innovative service offer which seems to meet the customers’ requirements is the guarantee of availability for wind turbines. However, these service providers are facing new challenges regarding their performance potentials and their financial risks occurring from possible penalties. Service providers have to reconsider their preparedness of performance, their new occurring financials risks, their cooperation and qualification level as well as their localization of service bases. To be able to quantify these new challenges and risks a simulation model has been designed in the context of a German research project named “WinServ”.
Soziale Medien kommen heute in vielen Unternehmensbereichen wie dem Kundenservice, dem Marketing, dem Innovationsmanagement oder dem Personalmanagement zum Einsatz. Beispiele hierfür sind weit verbreitete Kundenforen, interne Wissensplattformen, eine Präsenz auf Facebook oder Open- Innovation-Communitys. Nutzen stiften diese sogenannten Business-Communitys im Besonderen bei wissensintensiven Aufgaben. Des Weiteren versprechen sie durch Integration in die Wertschöpfung erhebliche Produktivitätspotenziale. Dabei ist davon auszugehen, dass die Nutzung von Business-Communitys die Prozesse und die Kultur ganzer Unternehmen zukünftig entscheidend verändern wird.
In der Praxis mangelt es jedoch aktuell an geeigneten Erkenntnissen über eine erfolgreiche Steuerung ebensolcher Business-Communitys. Dies führt dazu, dass das häufig klassische, hierarchisch strukturierte Management in Unternehmen die Potenziale von Business-Communitys in der Praxis nicht heben kann. Dazu hat das FIR an der RWTH Aachen zusammen mit der IntraWorlds GmbH eine Studie unter Community-Managern durchgeführt, welche die Erfolgswirkungen von Koordinationsmechanismen für Business-Communitys untersucht.
Aachener PPS-Modell
(2012)
Die Produktionsplanung und -steuerung bildet heute nach wie vor den Kern eines jeden Industrieunternehmens. Entgegen bisweilen kurzzeitigen Trends, die sich in immer wieder als „modern“ und „zeitgemäß“ proklamierten Konzepten äußern, hält das Aachener PPS-Modell am Betrachtungsansatz des ganzheitlichen Produk-tionssystems fest. Ressourcen und Prozesse eines Unternehmens und darüber hinaus auch die der Zulieferer müssen auf den Nutzen des Kunden bzw. auf die Wertschöpfung für den Kunden abgestimmt sein. Im Vordergrund steht die Optimierung des gesamten Produktionssystems. Produktionssysteme beschreiben die ganzheitliche Produktionsorganisation und beinhalten die Darstellung aller Konzepte, Methoden und Werkzeuge, die in ihrem Zusammenwirken die Effektivität und Effizienz des gesamten Produktionsablaufes ausmachen. Die Orientierung am Kundennutzen muss dabei wei-testgehend unter Vermeidung von Verschwendung erfolgen. Dafür stehen heute die Begriffe "Production System" und "Lean Thinking".Die Produktionsplanung und -steuerung ist der wesentliche Baustein eines Produktionssystems.
Die Entwicklung des Aachener PPS-Modells erfolgte mit dem Ziel, die ganzheitliche Betrachtungsweise durch Abstraktion bzw. Vereinfachung in der modellhaften Abbildung aller relevanten Zusammenhänge in der PPS zu unterstützen. Dabei lässt sich feststellen, dass eine ganzheitliche Betrachtung des Produktionssystems mit dem Fokus auf die PPS mit einem hohen Komplexitätsgrad einhergeht. Der Gesamtumfang einer solchen ganzheitlichen Betrachtungsweise macht es erforderlich, das Modell in verschiedene anforderungsspezifische Bereiche zu untergliedern und die einzelnen Teilmodelle miteinander zu verknüpfen.
Einen Überblick über das Grundverständnis und den Aufbau des Aachener PPS-Modells liefert der folgende Abschnitt. Im Anschluss daran erfolgt eine grundlegende Darstellung der Einsatzmöglichkeiten einzelner Modellteile, im Rahmen des Aachener PPS-Modells auch Referenzsichten genannt, sowie eine kurze inhaltliche Beschreibung der einzelnen Referenzsichten.
Aufgaben
(2012)
Aufgabe der Produktionsplanung und -steuerung (PPS) ist die termin-, kapazitäts- und mengenbezogene Planung und Steuerung der Fertigungs- und Montageprozesse. Während die Produktionsplanung den Inhalt und die Einzelprozesse der Fertigung und der Montage zu gestalten hat, regelt die Produktionssteuerung den Ablauf der Tätigkeiten in der Fertigung im Rahmen der Auftragsabwicklung. Dabei regelt die Produktionssteuerung, wann unter Berücksichtigung der Vorgaben der Produktionsplanung einerseits und der vorgegebenen logistischen Zielgrößen andererseits welche Teilprozesse in welcher Reihenfolge einen Produktionsfaktor beanspruchen.
A company can choose between three generic competitive strategies. Alongside the strategy of cost leadership are the strategy of differentiation and the strategy of focussing on niches, although we will not be discussing this latter any further here. The strategy of cost leadership is based on the achievement of “economies of scale”, so generating advantage from the benefits of cost reduction, learning curve effects and automation. In the strategy of differentiation the focus is on “economies of scope” which enable the customer-specific products to be offered, but this is generally achieved only with an increase in the complexity of products and processes. In the past it was assumed that these two strategies were mutually exclusive, as an increase in the economies of scale basically leads to a reduction in the economies of scope, and vice versa. But in order to survive in the international competitive arena companies in the high-wage countries need increasingly to offer individually tailored products at competitive prices. The target to be aimed at is therefore customer-specific products at the cost of mass production, so resolving the dilemma between economies of scale and economies of scope. For this it is necessary to optimise the alignment of all the structural elements in both the product and its production, because of the high level of their interdependence.
The areas on which we will focus our review and designs in the following will be what are known as product-production systems, or more briefly, production systems. This topic includes not only the resources and processes of the value creation systems, but also the products produced and offered on the market by a company as one connected entity. In order to tackle the challenges mentioned above, it is necessary to make it possible to measure and compare the current position of any given production system on the see-saw between economies of scale and economies of scope, and then be able to redesign specific facets of them as a second phase. A method of integrative evaluation and design of production systems is presented below for this purpose.
Industrial production in high-wage countries like Germany is still at risk. Yet, there are many counter-examples in which producing companies dominate their competitors by not only compensating for their specific disadvantages in terms of factor costs (e.g. wages, energy, duties and taxes) but rather by minimising waste using synchronising integrativity as well as by obtaining superior adaptivity on alternating conditions. In order to respond to the issue of economic sustainability of industrial production in high-wage countries, the leading production engineering and material research scientists of RWTH Aachen University together with renowned companies have established the Cluster of Excellence “Integrative Production Technology for High-Wage Countries”. This compendium comprises the cluster’s scientific results as well as a selection of business and technology cases, in which these results have been successfully implemented into industrial practice in close cooperation with more than 30 companies of the industrial production sector.
Maximising economies of scale in individualised production is a vital issue for producing companies in high wage countries. A decisive enabler for this is the management of product and process complexity by systematic standardisation. Due to the strong and far-reaching impact of complexity on the value added chain, its management requires an integrative consideration of the entire product and production system.
The following paper introduces a methodology facing this challenge. The core element of this methodology is an integrative and complexity-focused assessment model. This assessment model has been validated experimentally by analysing key company data from more than 50 German toolmaking firms. Findings of this empirical investigation are presented in this paper.
Manufacturing companies of the machinery and equipment industry find themselves more than ever exposed to a rapidly changing competitive environment. In particular, the resulting diversity of planning and control processes confronts organisations and information systems with a significant coordination effort. To this day, planning and execution of order processing – from offer processing to the final shipment of the product – is still a part of the production planning and control (PPC), which is almost entirely integrated into information systems. Though, in order to manage dynamic influences on processes within order processing, there can be found a deficiency in the processing of decision-relevant and real-time information. Partly, the reason for this is a missing or incorrect feedback of process relevant data, so that the planning results, gained by the use of information systems, differ to the current process situation.
The concept of Manufacturing Resource Planning (MRP II) still represents the central logic of production planning and control. However, the centralised and push-oriented MRP II planning logic is not able to plan and measure dynamic processes adequately, which, due to diverse disturbances, often occur in production environments. Furthermore, specific weaknesses of MRP II-based systems are the lack of support for order releases, the planning principle based on average values and the successive planning method as well as the use of limited partial models. As a result a successive planning method leads to a dissection of PPC-tasks into smaller work packages and so strides away from a holistic approach and the achievement of an optimal solution. Similarly, a planning, focusing on a general business objective system, using a partial planning approach due to isolated considerations is not possible. Insufficient consideration of the current load horizon and the current capacity utilization, non-existing or delayed feedback on order progress as well as faults and poor availability and transparency of information can be named as further weaknesses of MRP II-based systems.
Remote services are services enabled by information and communication components and therefore do not require the physical presence of a service technician at the service object to provide a task. The impact of remote service on the capital goods industry has been increasingly significant over the recent yeas. Still many companies struggle with developing and implemenling successful business model, for remote service. This leads to a lot of unaccomplished benefits for the customer as well as for the companies themselves. A survey throughout companies in Ihe industrial machine and plant production sector was conducted in order to determine what successful companies do differently from those that cannot efficiently implement remote service business models.
The study presented in this chapter identifies key suceess factors of companies that effectively implemented remote services for their products. In order to identify the successful companies a scale for measuring remote service success was developed. Only by the use of this scale further findings regarding the success factors were possible. Key findings include the fact that successful companies actively market their remotle service to their customers. Generally they try to approach their remote service business from the operating company's perspective.
Entgegen der von Porter postulierten Inkompatibilität von Economies of Scale und Economies of Scope sind in Hochlohnländern produzierende Unternehmen in zunehmendem Maße herausgefordert, sowohl individuelle Kundenbedürfnisse zu befriedigen als auch gegen den Kostendruck globalisierter Märkte zu bestehen. Diese Herausforderung entspricht einer Auflösung der Scale-Scope-Dichotomie. Aufgrund der hochgradigen Interdependenz der strukturbildenden Elemente eines Produkt-Produktionssystems müssen diese zur Auflösung der Dichotomie in ihrem spezifischen Standardisierungsgrad aufeinander abgestimmt werden.
Diese Abstimmung entspricht der Aufgabenstellung der integrativen Bewertungs-und Konfigurationslogik, die im Folgenden präsentiert wird. Auf Basis eines integrierten Bewertungsmodells, das Produkt-Produktionssysteme in vier quantifizierbare Spannungsfelder gliedert, kann hierbei der aktuelle Betriebspunkt eines Produktionssystems analysiert werden. Über die gewonnenen Analyseergebnisse ermöglicht dieses Bewertungsmodell die Steuerung des Konfigurationsprozesses eines Produkt-Produktionssystems in Form einer Konfigurationslogik.
Growing information systems (IS) often come along with growing IT complexity, because of emerging rag rug landscapes. This development causes rising IT costs and dependencies, which hinder the maintenance and expansion of the IS landscape. This article outlines the current research on published and presented methods to manage the rising IT complexity in a literature review. Because definitions of “IT complexity” vary a lot in literature, this paper also includes a definition of the term. In addition to that, it delivers a presentation of the used research methodology. Subsequently, it presents the findings in literature, highlights the research gap and – based on the literature analysis – presents the steps that need to be taken. A discussion of the results and a summary complete the article.
Die Verschärfung des Wettbewerbsumfelds produzierender Unternehmen und die als Antwort hierauf in den Fokus rückenden agilen Methoden vergrößern die Bedeutung einer effizienten Handhabung von Änderungsprozessen. Am Beispiel des Maschinen- und Anlagenbauers Ortlinghaus zeigt der Beitrag, dass eine Kombination aus ungeeigneten Änderungsprozessen und mangelhaftem IT-Support in der Praxis oft die schnelle und gleichzeitig qualitätsgesicherte Durchführung von Änderungsprozessen verhindert. Der Zielkonflikt aus geringem Zeitbedarf und hoher Prozessqualität lässt sich durch Anpassungen in der IT-Unterstützung reduzieren. Hierdurch können Erfolgsfaktoren für ein effizientes Änderungsmanagement gehoben und die Problemfelder der Workflowunterstützung, Informationsverteilung und Datenhandhabung verbessert werden. Zentrales Hindernis zur Adressierung der Erfolgsfaktoren stellt die aktuell zur Abwicklung von Change Requests genutzte Arbeitsumgebung dar. Der Beitrag präsentiert hierfür als zentralen Lösungsansatz die Internet of Production Infrastruktur. Das Potenzial der Internet of Production Infrastruktur im Kontext des Änderungsmanagements wird anhand von drei Anwendungsbeispielen verdeutlicht. Abschließend wird der Migrationspfad für Unternehmen bei der Einführung eines effizienten Änderungsmanagements aufgezeigt.
In this paper, an approach towards energy management 4.0 will be presented. Energy management 4.0 is understood as an encompassing energy data based concept for manufacturing companies acting in an flexible energy grid of the future with the final goal of autonomous self-optimization Controlling, supervising and scheduling production and logistic steps based on a reliable communication infrastructure and real time data in accordance to achieve a maximum of profitability with regard to human factor is executed.
Guided by a four maturity levels of the "acatech Industrie 4.0 Maturity Index" developed by the German National Academy of Science and Engineering (acatech) different use cases are presented according to the steps of visibility, transparency, prognostic capacity and self-optimization. The basic idea of energy management 4.0 is described and an outlook of further steps that are needed to be evaluated for an implementation are presented.
Growing information systems (IS) often come along with growing IT complexity, because of emerging rag rug landscapes. This development causes rising IT costs and dependencies, which hinder the maintenance and expansion of the IS landscape. This article outlines the current research on published and presented methods to manage the rising IT complexity in a literature review. Because definitions of “IT complexity” vary a lot in literature, this paper also includes a definition of the term. In addition to that, it delivers a presentation of the used research methodology. Subsequently, it presents the findings in literature, highlights the research gap and – based on the literature analysis – presents, the steps that need to be taken. A discussion of the results and a summary complete the article.
Nowadays one of the most challenging tasks of producing companies is the growing complexity due to the globalization and digitalization. Especially in high wage countries, the ability to deliver fast and to a fixed date gets more and more important. To achieve this logistic target, it is necessary to optimize the Production Planning and Control (hereinafter PPC). This study investigates the effects of a change of the scheduling parameters on a target system. The focused research questions are: How can the effect of a scheduling parametersvariation on the target system of the PPC can be displayed efficiently? Is it possible to review the effect of the scheduling parameters-variation quantitatively and to derive action options?
The topics Internet of Things and Industry 4.0 increasingly lead to the fact that the customer is increasingly focused on manufacturing companies. He wants to know delivery date of the product, wants to make changes at short notice, get an individualized product and much more. Technologically, these requirements have already been met, but the structures within the company as well as the operational processes are not yet or only partially prepared to cope with the increasing complexity and dynamics of production. This leads to many deviations with which the production controller must deal, whether they are complex or trivial.
In order to counteract the increasing number and frequency of deviation situations which are currently encountered with complex manual interventions, it is necessary to systematically evaluate deviations and then to allocate them a dominant reaction strategy (manual, partially automated, automated) from which a suitable reaction measure can be derived. This relieves the production controller, since assistance systems partially eliminate deviations independently.
As a result, the production controller gets more time to deal with the cause of deviations so that a new occurrence of deviations can be avoided and the number of deviations can be reduced sustainably. The following paper provides a solution for the assessment of deviations. In addition, it includes differentiation logic to allocate one of the three different reaction strategies to the identified deviation.