Coordinator: PIAP - Cezary Lichodziejewski
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Transcript of Coordinator: PIAP - Cezary Lichodziejewski
BEATRICE-SME Project IST-2001-35054
TELEBALT ConferenceVilnius, October 21-22 2002 1
IST-2001-35054
Best Enterprise practise using AdvancedTechnologies in Recycling Industries for
e-Commerce and E-business in Small andMedium-sized Enterprises
Coordinator: PIAP - Cezary LichodziejewskiProject funded by the European Community under IST programmein the 5th Framework Programme.Accompanying Measures specific to Technology take up measures.
Key Action 2, Action Line: IST-2001-2.1.5
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Contents
• BEATRICE-SME Project overview• Best Enterprises Practise - BEP Methodology
overview• Expected results and some useful informations
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• Ten SMEs active in the recycling domain from five European countries have identified the common need: establish new, smart forms of collaboration and operation, and benefits of advanced IST solutions in order to achieve optimal balance between economical and ecological demands of the recycling chains.
• In the Project participate 14 institutions from five countries: Germany, Hungary, Ireland, Poland and the Netherlands as follows:– Four Scientific/Research Institutes, as Catalysts: 1. PIAP - Poland 2. ATB - Germany 3. CIMRU - Ireland 4. SZTAKI - Hungary
General Information
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– ten industrial SMEs, as Members: 3 - from Poland 2 - from Germany 1 - from the Netherlands 2 - from Ireland 2 - from Hungary
• Co-ordinator: Industrial Research Institute for Automation and Measurements - PIAP, Warsaw, Poland, which since 1993 has been involved in International Co-operation in Car Recycling Domain.
• The Project started 01.April 2002 and will last 18 months, it is up to the end of September 2003.
General Information - continuation
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ProjectBEATRICE-SMESME - Current status Final Results
Network ofRecycling Plants
Virtual Shop of spareparts and materials
ELVsDismantling
Stations
Otherutilisation
enterprises
New Organisationand ICT
Implementation
Planned General change of recycling enterprises
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• The overall objective of the project can be seen as an attempt to foster the introduction of innovative forms of co-operation, supported by advanced IST solutions, in an industrial sector which still has not used advantages of the modern IST solutions and new organisation forms.
• The application of the common Best Enterprise Practice (BEP) methodology, successfully applied in the scope of previous industrial and EC-funded projects, will enable both users and catalysts to exchange experience on the best new forms of collaboration. The methodology will also enable SMEs to increase their capability to initiate and realise, smart forms of co-operation with other partners in the long-term.
Overall objectives
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The main common business objectives of the 10 SMEs in the consortium are: • To identify the appropriate forms of collaborative work leading to the
following benefits: Considerable increase in sales of dismantled parts and material, by
better co-ordination of selling and exchange of information on partsand material, of minimum 15% expected.
Decrease of logistics costs by better common organisation of at least 10%.
Better utilisation of the available capacity (to increase of minimum 15%) is expected.
Increase profitability of processes by at least 20% through improved process information exchange (e.g. via market driven dismantling processes).
Business Objectives
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To identify and eliminate bottlenecks in the current, traditional form of organisation.
To improve their ability to create and exploit the opportunities of an Internet worked economy.
For the 4 catalyst the business objectives are to further enhance the existing BEP methodology and a further exploitation of the
methodology on a commercial basis.
Business Objectives- continuation
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To achieve the above listed business objectives the SMEs will have considerably improve their co-operation on selling of parts and material and organisation of logistics. The common technical objectives of the project are defined as follows:
• To investigate models for smart organisation and collaboration among the companies to suit the specific needs of the SMEs.
• To identify the optimal organisation of common selling and logistics among SMEs in the recycling area
• To make and to introduce into all to SMEs a multi language dictionary of used definition and names for the most important spare parts and materials recovered from dismantled/recycled products (cars). That is necessary for co-operations be sure that we all think about the same things (we understand the same).
Technical objectives
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• Project is organizationally based on the network scheme as presented in Fig. below
- SMEs closely co-operate among themselvess in BEP Methodology being all the time in care of catalyst. - Each Catalyst overtake responsibility to support one of the business Case which describe work for SMEs being in care of him.
BEATRICE-SME network scheme
PIAP
ATBCIMRU
SZTAKIPouladuff
STIOptotelekom
Industrieplan
Brouwers
Bauer Meyer
Auto-Kasacja
MARPUTAMBIT
BEATRICE-SME
+
Organisation structure of the project
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a
Reviewers
AdvisoryBoard
Co-ordinator/Manager
Catalyst Catalyst Catalyst
SME SME SME SME SME SME
CommissionProject Officer
Consultation,care of SMEswork, controlof level and
proper direction ofSMEs work
Evaluation andadvise of
current work
Co-operation withManager and
Reviewers, collectingreports and working
papers,decisions on
projectand cost statement
Opinion andcomments ofproject work
Communictionand technicalco-ordination,harmonization
Implemen-tation BEP,
ICT andarrangingnetworks
Management structure of the project
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• The BEATRICE-SME consortium made a thorough survey of the past and current projects dealing with technology to support new forms of strategic collaborations and other related domains
• Special attention given to project SMART-SME (ATB is a partner) which addresses the introduction of new forms of collaboration among SMEs in different sectors focusing on joint production planning and monitoring
• BEATRICE-SME will use the solutions developed within these projects as far as applicable for the specific needs of SMEs in the recycling domain.
Several current IST projects are dealing with technology to support new forms of strategic collaborations among companies: e.g. Smart organisation for small services ”SOSS”), Web-enabled Information Services for Engineering ”WISE”
Within the previous ESPRIT projects (e.g. PLENT, OPAL, PASO, BAT-CIME, MARVELOUS, MARVIN, LOGSME, VIRTUALQ, COWORK, CHAMAN, X-CITTIC, Co-OPERATE, QUETA)
Co-operation with other EU and national projects
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Starting point of the BEP-Methodology
• The business objectives are best known by the management of the company.
• Management and employees of the companies are well informed about most problems.
• The planning and installation of ICT supported business processes have to be driven by the employees to ensure a solution which will meet the needs of the company.
• Consultancy has to increase the competence for innovation of the employees across all levels of the company and all introduction phases (“Help for Self-Help”).
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BEP ConceptStepwise realisation of ICT procurement by the strong involvement of staff and the
consideration of organisational aspects across all levels in the company.
The BEP “Coaching-Approach”:Training of the methodical approach.Support during the realisation of the method within the company.Results achieved in the company will be verified.
T: TrainingR: RealisationV: Verification
IntroductionT R
V
SelectionT R
V
AnalysisT R
V
Seminar
TR
V
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BEP-Method: Supporting Companies in Business ImprovementEach phase is characterised by different aspects and goals.
Analysis Selection Installation
• Which strategical objectives have to be achieved?
• Which critical bottlenecks in the companies are avoiding the achievement of the co-operation business objectives?
• Which sub-processes have to be changed in the companies and how?
• Which activities should be supported by ICT systems?
• Which increases in performance could be achieved by improvement measures?
• How long is the “PAY BACK PERIOD” w.r.t. the required investments?
• How to design the concrete organisational changes of the sub-processes in the companies?
• Whom to involve in the planning and refining of organisational changes w.r.t. ICT support?
• How to realise the specification of an ICT system to support teamwork?
• How to compare the different systems/suppliers?
• What is the valid criteria for selecting the systems/suppliers?
• Which potential supplier is “the right one”?
• How to ensure an efficient realisation of the improvement measures?
• How to realise organisational changes?
• How to ensure an efficient ICT installation by the supplier?
• What are the milestones along the introduction planning?
• How to track schedule and costs?• Which testing procedures should
be applied?• Which training measures for
employees have to be initiated?• How to ensure the Quality of the
system implementation?
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BEP-Method: Analysis
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
1.1 Defined co-operationobjectives
1.3 Management InformationSystems
2.2 Transparency of the market
2.3 Quick reaction to marketdemands
2.4 Optimised customerorientation/ integration/ service
2.5 Information on Marketing andSales is accessible via IT
3.1 Optimal work load
3.6 Ensure efficient and costrelated information on production
3.9 Information on Productionand Logistics is accessible via IT
WeightingRule Level of Implementation
MechanismRelevant Mechanisms
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
1.1 Defined co-operationobjectives
2.3 Quick reaction to marketdemands
2.4 Optimised customerorientation/ integration/ service
2.5 Information on Marketing andSales is accessible via IT
3.1 Optimal work load
3.6 Ensure efficient and costrelated information on production
3.9 Information on Productionand Logistics is accessible via IT
WeightingRule Level of Implementation
Mechanism45%Critical Mechanisms
Mechanism Rule Relevance Implementation
Mechanism Group 2 – Marketing and Sales
2.4 Optimised customerorientation/ integration/service
2.4.1 Mutual technical support of the customer 3 1
2.4.2 Clear specified and documented customerorder
3 1
2.4.3 Agreed and minimal delivery dates 3 1
2.4.4 Order status tracking 3 1
2.4.6 Efficient delivery 3 1
Critical Rules
Influencing Mechanisms
InfluencedMechanisms
1.1
Def
ined
co-
oper
atio
n ob
ject
ives
2.3
Qui
ck re
actio
n to
mar
ket d
eman
ds
2.4
Opt
imis
ed c
usto
mer
orie
ntat
ion/
in
tegr
atio
n/ s
ervi
ce
2.5
Info
rmat
ion
on M
arke
ting
and
Sale
s is
ac
cess
ible
via
IT
3.1
Opt
imal
wor
k lo
ad
3.6
Ens
ure
effic
ient
and
cos
t rel
ated
in
form
atio
n on
pro
duct
ion
3.9
Info
rmat
ion
on P
rodu
ctio
n an
d Lo
gist
ics
is a
cces
sibl
e vi
a IT
1.1 Defined co-operation objectives 2 2
2.3 Quick reaction to market demands 3 2 12.4 Optimised customer orientation/ integration/ service 3 3 3 3 3
2.5 Information on Marketing and Sales is accessible via IT
3.1 Optimal work load 33.6 Ensure efficient and cost related information on production 2 33.9 Information on Production and Logistics is accessible via IT
low: 1 medium: 2 high: 3Degree of Correlation:
Correlation between Mechanisms
Influencing Constraints
InfluencedMechanisms
Com
pany
´s S
ituat
ion
Com
pany
´s C
ultu
re
Cul
ture
Geo
grap
hy
Law
s/ U
nion
s
Edu
catio
n/ J
ob M
arke
t
Mar
ket P
ositi
on
1.1 Defined co-operation objectives 2 3
2.3 Quick reaction to market demands 3 2 32.4 Optimised customer orientation/ integration/ service 3 32.5 Information on Marketing and Sales is accessible via IT 3 3
3.1 Optimal work load
3.6 Ensure efficient and cost related information on production 3 23.9 Information on Production and Logistics is accessible via IT 3 3 2
low: 1 medium: 2 high: 3Degree of Correlation:
Correlation between Mechanisms and Social & Cultural Constraints
Mechanism 2.4 Optimised customer orientation/ integration/ service
To be competitive in this highly sophisticated market the implementation of the rule “Mutualtechnical support of the customer (R2.4.1)” is getting more and more important. As there arearising new forms of competition via Internet, the mutual contact to the customer gets veryimportant. Nearly 80% of the turnover of each co-operation partner is done with about 20% of thecustomers, therefore mutual technical support and active service to those important customerswill be one of the key arguments for future success in this very special market.
Within the co-operation, the rule “Clear specified and documented customer order (R2.4.2)”is not very well implemented. Negotiation of customer demands often requires too many iterationsteps between customers and partners.
Discussion of Critical Mechanisms and
Correlations
Quick reaction on market demands and customer wishes
Optimal customer oriented services and sales to national and international markets
Minimising delivery time
Online information on product availability
Definition of Co-operation Objectives
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BEP-Method: Transition - Analysis Report to Implementation Concept
Determination of Objectives andAnalysis of Bottlenecks
BusinessObjectives
CriticalMechanisms
Redesign ofActivities (w.r.t. org & ICT)
FutureExecution of
Activities
ActualExecution of
Activities
Presented in theAnalysis Report
Presented in theImplementationConcept
Prioritisation ofactivities to beimproved
Key ProcessBottlenecks
Critical Sub-Processes Activities
PrioritisationCriteria
CriticalActivities
BEP ProcessModel
CriticalRules
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BEP-Method: Implementation Concept Elaboration of the ICT Concept Planning of Activities
WorkpackageBreakdown
and Description
ProjectBarchart
(schedule)
Definition ofMilestones
Rough Calculationof Costs and Efforts
Estimation ofCosts and Benefits
Determinationof the Pay-Back
Period
OperatingConcept
SoftwareConcept
HardwareConcept
Labour EffortEstimation
CostsCalculation
Estimation ofInvestments
Summaryof Costs
Estimationof Benefits
PerformanceIndicators
QuantitativeValues
BenefitAnalysis
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Expected results
Change the level of the organization, management and activities by using Information Technology (IT).
Find practical ways for close co-operation among SMEs within the recycling area in partner countries, by making their information systems compatible and by agreeing on common definitions of recovered parts, assemblies, materials and dangerous materials.
Strengthen the economic position of recycling SMEs.
Establish a pilot network between the project members, which could be extended into the recycling area in the EU later.
Realize a share of experience among SMEs in recycling technology.
Build up added European value.
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List of ParticipantsPartic.
No.Participant name Participant
short nameCountry Partic.
Role*
1 Industrial Research Institute for Automation andMeasurements
PIAP PL C
2 Institute for Applied System Technology Bremen ATB D P
3 Computer Integrated Manufacturing Research Unit CIMRU IRL P
4 Computer and Automation Institute of the Hun-garian Academy of Sciences
SZTAKI HU P
5 Stacja Demontażu Pojazdów - MARPUT AnnaPuton
Marput PL M
6 Auto-Kasacja Konsorcjum Auto-Kasacja PL M
7 Przesiębiorstwo Usługowo-Handlowe-Produkcyjne AMBIT Sp.z o. o.
Ambit PL M
8 Erwin Meyer GmbH & Co. KG Meyer D M
9 Richard Bauer Rohstoff-Großhandel GmbH &Co.
Bauer D M
10 Autoschade Peter Brouwers bv Brouwers NL M
11 Sterile Technologies Ireland Ltd. Sterile IRL M
12 Pouladuff Dismantlers Ltd. Pouladuff IRL M
13 OPTOTELEKOM 2021, Industrial and Com-mercial Services Ltd.
Optotelekom HU M
14 INDUSTRIEPLAN Ltd. Industrieplan HU M
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Coordinator contact details
Project Manager:Dr. Cezary Lichodziejewski, Assoc. Prof.
Przemysłowy Instytut Automatyki i Pomiarów - PIAP(Industrial Research Institute for Automation and Measurement – PIAP)
Al. Jerozolimskie 202
02-486 Warsaw, Poland
Tel.: + 48 22 863 8233
Fax: + 48 22 874 0204
e-mail: [email protected]