Architectures for Enterprise Integration by L. Nemes, P. Bernus (auth.), Peter Bernus, Laszlo Nemes,

By L. Nemes, P. Bernus (auth.), Peter Bernus, Laszlo Nemes, Theodore J. Williams (eds.)

Architectures for company Integration describes the most recent tips on how to advisor companies and experts, managers and technical group of workers via an entire life-cycle of company improvement. This publication is predicated at the findings of the IFIP/IFAC job strength and offers the cutting-edge in company structure. This booklet is key studying for all practicing engineers and researchers in production and engineering administration with designated curiosity for these occupied with CIM and firm Modelling and Integration.

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9. The Architecture should be able to be used to map details of an enterprise or business entity (or a proposal or plan for same) against a similar mapping of an existing accepted standard to point out deficiencies, etc. in the existing or proposed system. Similarly the Architecture should be able to map proposed future technology against present day best practice to show the suitability or desirability of the proposed future technology. 11. The Architecture should promote the concepts of flexibility, modularity and adaptability in the design, implementation and operation of the subject system being developed.

2 NEEDS OF THE FIELD OF ENTERPRISE INTEGRATION BEYOND THOSE OF AN ARCHITECTURE ALONE While the Task Force felt that the acceptance and/or further development of suitable architecture(s) was vitally important for the continuing growth and maturity of the field of enterprise integration, and its acceptance as the mode of optimization of the production and operation of manufacturing plants and other enterprises in the future, it recognized that architecture(s) alone will not accomplish this task. 3 Modelling concepts important for use with enterprise reference architecture development (the following should be possible) Verification of completeness and consistency for all described functions and objects (business processes, data, materials and resources including tools and fixtures) at any detailing level 2 Simulation of the enterprise model at any detailing level 3 Easy and fast change of the model in case of changing business processes, methods or tools 4 The use of the model to initiate, monitor and control the execution of the enterprise's daily operation 5 Repeated resource allocation during the execution of business processes to enable better and more flexible load distribution on the enterprise's resources 6 Model generation for existing enterprises as well as for enterprises to be built Those factors listed below must also be brought about if the goals listed just above are to be accomplished.

The object oriented approach for CIM systems design performed by IPK Berlin, Germany and recent developments on the GRAIGIM methodology and ECOGRAI at the GRAI laboratory in France are also reported. 1 BASIC CONCEPTS AND DEFINITIONS The term CIM is usually used to describe the process of integration of all of the elements involved in manufacturing, by means of computer techniques, and has usually been confined to a purely technical interpretation. Today, the many difficulties encountered in the course of various implementations have shown that such a narrow outlook is not satisfactory: economic, social and human aspects must be taken into account.

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