2013
DOI: 10.1016/j.proeng.2013.08.283
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Defining a Methodology to Design and Implement Business Process Models in BPMN According to the Standard ANSI/ISA-95 in a Manufacturing Enterprise

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Cited by 35 publications
(12 citation statements)
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“…Its integrative potential has not gone unnoticed by researchers in the manufacturing domain. Prades et al [59] make the case for integration between enterprise resource planning (on level 4 of the functional hierarchy defined in the IEC 62264 standard) and manufacturing operations management (on level 3), by using Business Process Model & Notation (BPMN) for process modelling in both levels. Gerber et al [60] also pursue integration, but instead opt for translation from level 4 BPMN models to level 3 sequential function charts.…”
Section: Research Objectivementioning
confidence: 99%
“…Its integrative potential has not gone unnoticed by researchers in the manufacturing domain. Prades et al [59] make the case for integration between enterprise resource planning (on level 4 of the functional hierarchy defined in the IEC 62264 standard) and manufacturing operations management (on level 3), by using Business Process Model & Notation (BPMN) for process modelling in both levels. Gerber et al [60] also pursue integration, but instead opt for translation from level 4 BPMN models to level 3 sequential function charts.…”
Section: Research Objectivementioning
confidence: 99%
“…Prades et al [Prades et al 2013] Definem uma metodologia para realizar design e implementação de modelos de processos de negócio que se utilização da notação BPMN de acordo com o padrão ANSI/ISA-95 em fábricas. O objetivoé propor uma abordagem para integrar processos empresariais e de fábrica.…”
Section: T8unclassified
“…Moreover, it is also of utmost importance to explore new business and organizational models, attending to the need inherent to the circular economy, finance, and risk management in and between organizations [27]. That can support organizations simultaneously managing the present and transforming for the future while responding to the challenges and opportunities of changing business environments [28].…”
mentioning
confidence: 99%
“…That can support organizations simultaneously managing the present and transforming for the future while responding to the challenges and opportunities of changing business environments [28]. The organizational change and transformation are now mandatory, regarding employees, their competencies, and culture, to reach suitable manufacturing and management [27]. For industry, the management of I4.0 it is a crucial issue and should also be carried out considering factors of production, directly or indirectly, in order to improve their performance [29].…”
mentioning
confidence: 99%