S-BPM in the Production Industry : : A Stakeholder Approach.

• Author: Neubauer, Matthias.
• TeilnehmendeR: Stary, Christian.
• Place / Publishing House: Cham : : Springer International Publishing AG,, 2016.; Ã2017.
• Year of Publication: 2016
• Edition: 1st ed.
• Language: English
• Physical Description: 1 online resource (239 pages)

Table of Contents

Intro -- Preface -- Acknowledgements -- Contents -- Editors and Contributors -- 1 Introduction -- Abstract -- References -- 2 Industrial Challenges -- Abstract -- 2.1 Introduction -- 2.2 The Vital Role of Humans in Production Industries -- 2.3 Organizational Challenges of Future Production-"Servitization" -- 2.3.1 Changing the Business Model -- 2.3.2 Focusing on People and Learning -- 2.3.3 Digital Service Provision -- 2.4 Technological Challenges of Future Production Systems -- 2.5 Conclusive Summary Industrial Challenges -- References -- 3 S-BPM's Industrial Capabilities -- Abstract -- 3.1 S-BPM's Technological Capabilities -- 3.1.1 Exchanging Process Data via B2MML -- 3.1.2 Process Communication via OPC UA -- 3.1.3 Executing S-BPM Models in Real Time via IEC 61131-3 -- 3.1.4 S-BPM as Communication Model for Process Integration -- 3.2 S-BPM's Organizational Development Capabilities -- 3.2.1 Creating Semantically Valid Representations -- 3.2.1.1 Work Analysis -- 3.2.1.2 Top-Down Versus Bottom-Up Modelling -- 3.2.1.3 Emergent Semantics -- 3.2.1.4 Semantic Business Process Management -- 3.2.1.5 Conclusive Summary -- 3.2.2 Process-Based Organizational Development -- 3.3 S-BPM's Human Support Capabilities -- 3.3.1 Designing Industrial Workplaces in a Subject-Oriented Way -- 3.3.2 Designing and Executing Organizational Structures for Active Involvement and Empowerment of Organizational Actors -- 3.4 Conclusive Summary -- References -- 4 Lot-Size One Production -- Abstract -- 4.1 Elicitation and Analysis of the Initial Situation -- 4.1.1 Management Workshop -- 4.1.2 Interviewing the Employees -- 4.1.3 Analysis and Goal Definition -- 4.1.4 Defining Requirements -- 4.1.4.1 Organizational Requirements -- 4.1.4.2 Functional Requirements -- 4.1.4.3 Technical Requirements -- 4.2 Process and Solution Design -- 4.2.1 Prototyping User Interfaces.

4.2.2 Reframing S-BPM Models -- 4.2.3 Soliciting Early Feedback -- 4.2.3.1 Feedback Through Focus Groups -- 4.2.3.2 Feedback from User Tests -- 4.2.3.3 Feedback from User Interaction Questionnaire -- 4.3 Case Implementation -- 4.3.1 Organizational Implementation -- 4.3.1.1 Selected Workplaces -- 4.3.1.2 Implemented S-BPM Process Support -- 4.3.2 Technical Implementation -- 4.4 Case Evaluation -- 4.4.1 Evaluation Steps and Procedure -- 4.4.1.1 Technology Acceptance Questionnaire -- 4.4.1.2 Semi-structured Interviews -- 4.4.2 Summative Evaluation Results -- 4.4.2.1 Technology Acceptance -- 4.4.2.2 Case Evaluation Elements -- 4.4.3 Discussion of Evaluation Results -- 4.4.3.1 Organizational Changes -- 4.4.3.2 Technical Changes -- 4.4.3.3 Management Commitment -- 4.4.3.4 Takeaways from the Case -- 4.5 Conclusion -- Reference -- 5 People-Centred Production Design -- Abstract -- 5.1 Elicitation and Analysis of the Initial Situation -- 5.1.1 Use Case Definition -- 5.1.1.1 Initial Situation -- 5.1.1.2 Goal Definition -- 5.1.1.3 Sketching the Envisioned Solution -- 5.1.2 Requirements Elicitation and Analysis -- 5.1.2.1 Organizational Requirements -- 5.1.2.2 Functional Requirements -- 5.1.2.3 Technical Requirements -- 5.2 Process and Solution Design -- 5.2.1 Formative Evaluation Framework Guiding the Design -- 5.2.2 The First Prototype Design -- 5.2.2.1 Prototype Description -- 5.2.3 Formative Evaluation Results and First Prototype Refinement -- 5.2.3.1 Developer Workshops -- 5.2.3.2 Focus Groups -- 5.2.3.3 User Tests -- 5.2.3.4 Consequences and Measures -- 5.2.4 The Second Prototype Design -- 5.2.4.1 Suggestion and Feedback Management -- 5.2.4.2 Error Management -- 5.2.4.3 Change Analysis and Propagation -- 5.3 Case Implementation -- 5.3.1 Organizational Implementation -- 5.3.2 Technical Implementation -- 5.4 Case Evaluation.

5.4.1 Summative Evaluation Framework -- 5.4.1.1 Semi-structured Interviews -- 5.4.1.2 Paper-and-Pencil Questionnaires -- 5.4.1.3 System Data -- 5.4.2 Summative Evaluation Results -- 5.4.2.1 Semi-structured Interview Results -- 5.4.2.2 Paper-and-Pencil Questionnaire Results -- 5.4.2.3 System Data Results -- 5.5 Conclusion -- References -- 6 Human-Controlled Production -- Abstract -- 6.1 Related Work -- 6.2 Stress-Aware Lego Assembly -- 6.2.1 Assembly Workplace Setup -- 6.2.2 S-BPM Implementation -- 6.2.3 Findings -- 6.2.3.1 Measuring Human Physiological Data in Work Situations -- 6.2.3.2 Findings with Respect to Adaptive S-BPM Processes -- 6.3 Conclusive Summary -- References -- 7 Learnings -- Abstract -- 7.1 Learnings from the Industrial Cases -- 7.1.1 People-Centred Analysis and Requirements Elicitation -- 7.1.2 Informed Subject-Oriented Process Design and Implementation -- 7.1.3 Factory-Level Tool Installation -- 7.1.4 Summative Evaluation -- 7.1.5 Consultancy Learnings Reported Within the Cases -- 7.1.5.1 Learnings Related to Company A -- 7.1.5.2 Learnings Related to Company B -- 7.2 Learnings Related to Sensing -- 7.2.1 Human Sensing -- 7.2.2 Asset Tracking -- 7.2.3 Machine Usage Profiling -- 7.3 Conclusion -- References -- 8 The Future: Obstacles and Opportunities -- Abstract -- 8.1 The Fundamental Values of S-BPM in Production -- 8.1.1 Individuals and Interactions: Support Through Notational Simplicity -- 8.1.2 Working Systems: Support Through Seamless Integration -- 8.1.3 Customer Collaboration: Support Through Widely Shared Semantics -- 8.1.4 Responding to Change: Support Through Encapsulation -- 8.2 Obstacles -- 8.2.1 Process Modelling as Routine Task not Ideation -- 8.2.2 Don't Mess with My Core Process -- 8.2.3 Hierarchies and Silos -- 8.2.4 The Desire for Global Control Flow -- 8.3 Opportunities.

8.3.1 Towards a Roadmap for Using S-BPM in Production -- 8.3.2 Practical Application: A Case Study in the Food Industry -- 8.3.3 Other Fields of Application: Architecture-Engineering-Construction (AEC) as an Example -- 8.4 Conclusion -- References -- Index.