Value-added process-related performance analysis of enterprises acting in cooperative production structures

Jähn, Hendrik

doi:10.1080/09537280802705088

Cited by 9 publications

(12 citation statements)

References 14 publications

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“…In the following an approach here for is introduced. That comprehensive framework has been developed for the realization of a comprehensive performance analysis based on quantitative data [1]. It both includes value-adding process neutral and value-adding process-related process steps.…”

Section: Surrounding Conditionsmentioning

confidence: 99%

“…Hereby, consequences, e.g. concerning the allocation of profit shares, can be deduced in case of an unsatisfactory performance of an enterprise [1]. The primary task of the performance analysis approach is to determine the degree of services performed by an enterprise.…”

Section: Fig 1 Performance Analysis Approachmentioning

confidence: 99%

“…The determination of performance parameters is realized by the involvement of an adapted Balanced Scorecard approach. Performance parameters considered within the performance analysis are price, date of delivery, response time, product quality, reliance and cooperation climate [1], [2]. The last two parameters constitute soft-facts whose perceptions primarily have to be quantified through appropriate methods.…”

Section: Fig 1 Performance Analysis Approachmentioning

confidence: 99%

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Performance Analysis of the Quality of Products for Value-Adding Processes in Virtual Enterprises

Jähn

Burghardt

2012

IFIP Advances in Information and Communication Technology

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This contribution introduces one integral part of a comprehensive approach for the performance management in virtual enterprises by focusing the influencing factor "product quality" as one major performance parameter. This approach introduced as a meta-model is based on a value-adding processrelated perspective and implies a sophisticated analysis regarding the origin of quality level deviations. In order to apply the approach, it is necessary to consider the specific structure of the cooperation. In this paper at first some important details on the conditional circumstances are explained. This includes the performance analysis approach and a short literature review. This is followed by a description of general requirements for modeling the approach. In the main section, the approach is explained in detail.

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Section: Surrounding Conditionsmentioning

confidence: 99%

Section: Fig 1 Performance Analysis Approachmentioning

confidence: 99%

Section: Fig 1 Performance Analysis Approachmentioning

confidence: 99%

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Performance Analysis of the Quality of Products for Value-Adding Processes in Virtual Enterprises

Jähn

Burghardt

2012

IFIP Advances in Information and Communication Technology

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“…For the quantification of sanctions in form of a monetary amount, a comprehensive approach for the order-related measurement, evaluation and analysis of the performances accomplished by the participants of the collaborative system has been developed [15]. The claim of that approach is that in comparison to established concepts of performance evaluation not only measuring and evaluation of performances is included, but also possibilities for their analysis are considered.…”

Section: Incentive Mechanismsmentioning

confidence: 99%

A Comprehensive Approach for the Management of Virtual Enterprises Including Performance Analysis, Provision of Incentives and Allocation of Income

Jähn

2013

IFIP Advances in Information and Communication Technology

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Abstract. This conceptual paper focuses a comprehensive business model for service-oriented collaborative networks and Virtual Enterprises. In that context an innovative concept for the operative controlling of enterprises operating in order-specific configured collaborative systems is introduced. This approach includes a variety of methodologies. The main part of that approach considers income allocation based on the realised performance. Therefore a concept for the order-specific performance analysis has been developed. Additionally incentive mechanisms are considered. By the help of that approach new impulses for the operative enterprise management and controlling are available.Keywords: Production Management, Virtual Enterprise, Performance Analysis, Business Modeling. MotivationAn increasing number of production and supply processes are completed by collaborative systems. The reasons for that development are mainly of financial nature. However, enterprise-spanning cooperations cannot always act without frictions. Thus, an effective business model for service-oriented production and network management is required for the coordination both the cooperation and the value-adding process. Methods for the order-specific partner selection and preparation of offers are already available. However the challenging task of income allocation and process-related performance analysis mostly still remain unclear. This fact constitutes a major problem to be solved. The present contribution addresses these issues and focuses appropriate solutions. Currently applied approaches of cooperations controlling are usually the classic corporate controlling methods. For this reason, the specific requirements of cooperation management are considered unsufficiently. This often leads to unsatisfactory results. The introduced framewerk and its methods represent an extension of the current controlling instruments. The main advantage is the high degree of adaptability. This allows a flexible applicability for the user, which is not available when standard instruments are applied. That fact represents a significant value added and expands the capabilities of cooperation management significantly.

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“…Benchmarking, Six Sigma, EFQM, SCOR) is their orientation to single processes or functions, focusing on few certain perspectives, so they are not so appropriate for evaluation in strategic level. In all the recent studies [25], [7], [12], [4], [10], [18] several aspects of collaboration performance and potential performance indicators can be identified. Selected sets of KPIs measuring flexibility, reliability, and prompt-ness/speed are taken as defined in traditional approaches (SCOR, BSC).…”

Section: Network Performance Measurement and Kpis Monitoringmentioning

confidence: 99%

Dynamic Manufacturing Networks Monitoring and Governance

Kokkinakos

Markaki

Panopoulos

et al. 2013

IFIP Advances in Information and Communication Technology

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Abstract. "Monitoring and Governance" is the most important phase of every Dynamic Manufacturing Network (DMN) lifecycle and aims at managing and controlling in a continuous way the operations of the network, resulting either in "small and corrective" actions towards the network's operation optimisation or to "larger and structural" changes, which are fed back to the initial phases of the network's lifecycle, for reconstructing the network towards better results. The study at hand aims to review current approaches for controlling and monitoring plant operation or traditional supply chains, and to examine thereby their maturity and adequacy for the management and monitoring of dynamic manufacturing networks, leading to useful conclusions with regard to the requirements and challenges encountered in this particular phase of the DMN lifecycle.

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Value-added process-related performance analysis of enterprises acting in cooperative production structures

Cited by 9 publications

References 14 publications

Performance Analysis of the Quality of Products for Value-Adding Processes in Virtual Enterprises

Performance Analysis of the Quality of Products for Value-Adding Processes in Virtual Enterprises

A Comprehensive Approach for the Management of Virtual Enterprises Including Performance Analysis, Provision of Incentives and Allocation of Income

Dynamic Manufacturing Networks Monitoring and Governance

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