Available online at www.sciencedirect.

com
Available online at www.sciencedirect.com
ScienceDirect
Available ScienceDirect
online atonline
Available www.sciencedirect.com
at www.sciencedirect.com
Procedia CIRP 00 (2019) 000–000

ScienceDirect
Procedia CIRP 00 (2019) 000–000
ScienceDirect
www.elsevier.com/locate/procedia
www.elsevier.com/locate/procedia
Procedia CIRP 00 (2017)
Procedia 000–000
CIRP 93 (2020) 298–303
www.elsevier.com/locate/procedia

53rd CIRP Conference on Manufacturing Systems

53rd
53rd CIRP
CIRP Conference
Conference on
on Manufacturing
Manufacturing Systems
Systems
Evaluation of end-to-end process and information flow analyses through
Evaluation of end-to-end process
28th CIRP Design
digital and
Conference,
transformation information flow
May 2018, Nantes,
in mechanical analyses through
France
engineering
digital transformation
A new methodology to analyze the in mechanical
functional andengineering
physical architecture of
a,b
Thomas Pschybilla *, Alex Homann
a

existing products TRUMPF

for an assembly
Thomas Pschybilla oriented
a,b
*, Alexproduct
Homanna family identification
GmbH + Co. KG, Johann-Maus-Straße 2, 71254 Ditzingen, Germany
a

Institute of Industrial Manufacturing

b
and Management – IFF, University of Stuttgart, Allmandring 35, 70569 Stuttgart, Germany
a
TRUMPF GmbH + Co. KG, Johann-Maus-Straße 2, 71254 Ditzingen, Germany
Institute
b
of Paul Stief *, Jean-Yves Dantan, Alain Etienne, Ali Siadat
Industrial Manufacturing and Management
* Corresponding author. Tel.: +49-7156-303-33750. E-mail – IFF, University of Stuttgart, Allmandring 35, 70569 Stuttgart, Germany
address: [email protected]
* Corresponding
Écoleauthor. Tel.:Supérieure
Nationale +49-7156-303-33750.
d’Arts et Métiers,
E-mailArts [email protected]
et Métiers
address: ParisTech, LCFC EA 4495, 4 Rue Augustin Fresnel, Metz 57078, France

*Abstract
Corresponding author. Tel.: +33 3 87 37 54 30; E-mail address: [email protected]
Abstract
The widespread development and use of digital technologies provide companies with new opportunities to optimize end-to-end processes, which
include internal, supplier-oriented and customer-oriented processes, by implementing lean information flows. Existing approaches for the
The widespread development and use of digital technologies provide companies with new opportunities to optimize end-to-end processes, which
Abstract
modelling, analysis or quantification of processes and information flows reach their limits. They do not take the optimization possibilities of
include internal, supplier-oriented and customer-oriented processes, by implementing lean information flows. Existing approaches for the
digitalization from an end-to-end perspective sufficiently into account. This paper describes the requirements for future interdisciplinary
modelling, analysis or quantification of processes and information flows reach their limits. They do not take the optimization possibilities of
approaches.
Indigitalization Additionally,
today’s business existingthe
fromenvironment,
an end-to-end approaches will
trend towards
perspective be evaluated
more intoand
product
sufficiently significant
variety
account. and elements
customization
This for the requirements
is unbroken.
paper describes Duewill befor
to this
the requirements highlighted.
development, the need of
future interdisciplinary
agile and reconfigurable
approaches. Additionally,production systems emerged
existing approaches to cope with
will be evaluated andvarious products
significant andfor
elements product families. Towill
the requirements design and optimize production
be highlighted.
© 2019 as
systems The Authors.
well Published
as to choose theby Elsevier
optimal B.V. matches, product analysis methods are needed. Indeed, most of the known methods aim to
product
© 2020
This
analyze is an
a The Authors.
open
product access
or Published
onearticle
product by Elsevier
under the
family CC
on B.V.
BY-NC-ND
the license
physical level. (http://creativecommons.org/licenses/by-nc-nd/4.0/)
Different product families, however, may differ largely in terms of the number and
© 2019
This The
isofan Authors.
open access Published
articlefact by Elsevier
under B.V.
the scientific
CCanBY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/)
Peer-review
nature
This under
components.
is an open responsibility
access This
article under of the
impedes committee
efficient of
comparisonthe 53rd
and CIRP Conference
choice on Manufacturing
of appropriate product familySystems
combinations for the production
Peer-review under responsibility of the
the CC BY-NC-ND
scientific license
committee (http://creativecommons.org/licenses/by-nc-nd/4.0/)
of the 53rd CIRP Conference on Manufacturing Systems
system. A new
Peer-review methodology
under is proposed
responsibility to analyze
of the scientific existing products
committee in CIRP
of the 53rd view of their functional
Conference and physicalSystems
on Manufacturing architecture. The aim is to cluster
Keywords:
these products Digital transformation;
in new digitalization;
assembly oriented information
product familiesflow; end-to-end
for the process;
optimization ofidentifiaction of wastelines and the creation of future reconfigurable
existing assembly
assembly
Keywords: Digital transformation; digitalization; information flow; end-to-end process; identifiaction of waste Functional subassemblies are identified, and
systems. Based on Datum Flow Chain, the physical structure of the products is analyzed.
a functional analysis is performed. Moreover, a hybrid functional and physical architecture graph (HyFPAG) is the output which depicts the
similarity between product families by providing design support to both, production system planners and product designers. An illustrative
1. Introduction
example and Motivation
of a nail-clipper is used to explain the proposed methodology. Andiversified process
industrial case study onlandscape andfamilies
two product constantly increasing
of steering columnsdata
of
thyssenkrupp Presta France
1. Introduction and Motivation is then carried out to give a first industrial and
evaluation information
of the proposedvolumes [4].
approach. In this context,
diversified process landscape and constantly increasing data the perspective
© 2017In recent years,Published
The Authors. the digital transformation
by Elsevier B.V. of mechanical from a functionalvolumes
and information to a process-oriented view the
[4]. In this context, becomes more
perspective
Peer-review
engineering under responsibility
companies has of the
gained scientific
growing
In recent years, the digital transformation of mechanical committee of
attention. the 28th
This CIRP Design
important. Conference
The focus 2018.
is on a holistic end-to-end
from a functional to a process-oriented view becomes more customer view.
leads to a new
engineering way ofhas
companies connecting resources,
gained growing information,
attention. This Today,
important. companies
The focusdo is onnota holistic
consistently take customer
end-to-end this customer-
view.
objects Assembly;
Keywords: Design across
and people method; Family
entireidentification
value networks
leads to a new way of connecting resources, information, [1]. centered overall process view into
Today, companies do not consistently take this account - from thecustomer-
customer
Furthermore,
objects and itpeople opens up new opportunities
across entire valuefornetworks companies[1]. to request
centered through production
overall process view and delivery- from
into account to installation
the customer of
improve internal, supplier-oriented and
Furthermore, it opens up new opportunities for companies to customer-oriented goods. In particular, the customer-oriented
request through production and delivery to installation ofconsideration of the
1.processes,
improve
Introduction develop supplier-oriented
internal, new products and and services or adapt new
customer-oriented end-to-end
goods.
of process
rangechain
In particular,
the product the offers unused potential
andcustomer-oriented
characteristics to transform
consideration
manufactured of the
and/or
business models [2]. The aim is to offer
processes, develop new products and services or adapt new customers attractive organizations
end-to-endinprocess
assembled digitally.
this system. [5]
chain In offers unused potential
this context, the main to transform
challenge in
added
Due value
business to along
models
the [2]. theThe
fast entire
aimcustomer
is to offer
development relevant
the process
incustomers chain
attractive
domain of The digitalization
organizations
modelling anddigitally. of
analysis [5] the not
is now process
only chain
to copesupports the
with single
[3].
added value along
communication andtheanentire customer
ongoing trendrelevant process chain
of digitization and reduction aoflimited
lead times
The digitalization
products, and
of the
product theimprovement
range process ofproduct
chain
or existing efficiencies,
supports for
the
families,
[3].In addition
digitalization, to numerous opportunities, which
manufacturing enterprises are facing important also arise from example
reduction
but also to ofby
beleadautomatically
abletimes and the
to analyze generated
improvement
and information
to compare of flows.
efficiencies,
products for
to define
theInadvancing
addition
challenges digitalization,
in totoday’s
numerous market companies
opportunities, in the
which
environments: a mechanical
also arise from
continuing Furthermore,
example
new product the customer
byfamilies. It can can
automatically be more that
begenerated
observed easily integrated
information
classical into
flows.
existing
engineering
the advancing
tendency sector
towards are currently
digitalization,
reduction of productbeing
companies confronted with and
in the mechanical
development times the the value-added
Furthermore,
product families process
theare
customer so that
regrouped caninnew
be services
more
function easilycanintegrated
of clientsbeoroffered. In
into
features.
handling
engineering
shortened of complex
sectorlifecycles.
product market
are currently requirements.
being there
In addition, The
confronted flexibility
with the
is an increasing this way,
the value-added
However, lean
assembly information
process
orientedso thatflows as well
new services
product families can as the low-cost
be offered.
are hardly In
to find.
demanded
handlingof of
demand by complex
the market
customization, and
market
being customers
requirements.
at the samein terms Theof
time quantity,
inflexibility
a global generation
thisOnway, of explicit
lean
the product knowledge
information
family flows
level, from dataascan
as well
products differ thebelow-cost
mainly pushed
in two
deadlines,
demanded variety
competition by
with and service
thecompetitors
market is increasing
and all
customers significantly.
over theinworld.
terms of This This
quantity,
trend, forward.
generation
main Lean information
of explicit
characteristics: flows from
(i) knowledge
the number address
of dataimprovements
components can and
be pushed of
(ii) the
externally
deadlines,
which induced
variety and
is inducing complexity
theservice also leads
is increasing
development to an increase
from significantly.
macro to micro Thisin media
forward.
type breaks, inconsistent
Lean information
of components data flows,
flows address
(e.g. mechanical, search efforts
improvements
electrical, or poor
electronical).of
internal
markets, complexity,
externallyresults
induced which canlot
complexity
in diminished besizes
also illustrated
leads to to
due anby a highly
increase
augmenting in data
media quality.
breaks,
Classical [6–8]
inconsistent considering
methodologies data flows, mainly
search single
effortsproducts
or poor
internalvarieties
product complexity, which can
(high-volume be illustrated
to low-volume by a highly
production) [1]. datasolitary,
or quality. already
[6–8] existing product families analyze the
To cope with
2212-8271 © 2019 this
Theaugmenting variety
Authors. Published as wellB.V.
by Elsevier as to be able to product structure on a physical level (components level) which
identify possible
This is an open optimization
access article under the CCpotentials in
BY-NC-ND license
2212-8271 © 2019 The Authors. Published by Elsevier B.V. the existing causes difficulties regarding an efficient definition and
(http://creativecommons.org/licenses/by-nc-nd/4.0/)
Peer-review under
production system,responsibility
it is of the scientific
important to have committee
a preciseof the 53rd CIRP Conference
knowledge on Manufacturing
comparison Systemsproduct families. Addressing this
of different
This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/)
Peer-review under responsibility of the scientific committee of the 53rd CIRP Conference on Manufacturing Systems
2212-8271 © 2020 The Authors. Published by Elsevier B.V.
This is an©open
2212-8271 2017access article Published
The Authors. under theby CC BY-NC-ND
Elsevier B.V. license (http://creativecommons.org/licenses/by-nc-nd/4.0/)
Peer-review
Peer-review under
under responsibility
responsibility of scientific
of the the scientific committee
committee of the of theCIRP
28th 53rdDesign
CIRP Conference
Conference2018.
on Manufacturing Systems
10.1016/j.procir.2020.04.070
 Thomas Pschybilla et al. / Procedia CIRP 93 (2020) 298–303 299
2 Thomas Pschybilla et al. / Procedia CIRP 00 (2019) 000–000

Although several approaches for analyzing and evaluating transformation does not only mean the technological
waste are described in academic literature, especially in the development of a company. Rather, the entire transformation
production environment, these approaches reach their of a company is addressed. In addition to the increasing
limitations in practice. However, the analysis and quantitative digitalization of processes, this also includes the use of digital
evaluation and prioritization in a holistic methodology of technologies, changes in the hierarchical structures and
digitalization potentials along the end-to-end process chain are behavior of employees as well as the provision and exchange
currently not addressed. This requires a holistic management of all information. The latter point in particular implies the
approach with consecutive steps. implementation of an integrated and flexible IT infrastructure,
For the structured processing of this overall approach, this meaning that components, systems, networks, and software
paper focusses on the analysis and quantitative evaluation of should work in unity [14]. This requires a continuous and
approaches for process optimizations by digitalization. Thus, consistent information management which is a fundamental
the paper presents requirements for future methodologies. On driver of value creation.
that basis current approaches are introduced that enable In the further context of this paper the term digitalization
companies to identify and analyze waste in their end-to-end will be used, since the focus is on the technical and process-
process. On top, the paper highlights important elements of related optimization of end-to-end process chains.
existing approaches and identifies discrepancies between
practice and science. 2.3. Lean information flows

2. Basics Information flows are understood as aggregated data that

reflect the diverse relationships within and between corporate
divisions [15]. These information flows are described as lean
2.1. End-to-end process in mechanical engineering or efficient if the information is delivered at the right time, in
the right place, in the right type and quality without waste [16].
The term “end-to-end process” is defined as the chain of Information flows are necessary for transporting, storing,
activities which link an initial customer request for a good or distributing and controlling information in the form of data and
service to the eventual fulfillment of that request [9]. This documents [15]. In principle, information flows can be
process chain can therefore be described as a value-adding differentiated into vertical and horizontal information flows
process initiated by internal or external customers and ending [12]. For companies, the way in which information is processed
at the customer without process interruptions. The process can is a key success factor, as information can be utilized to create
run through different business areas [10]. According to implicit and explicit knowledge that is critical to decision
Gadatsch [11], the core processes of a company should be making in a dynamic environment [17,18]. Implicit and explicit
organized in end-to-end processes and designed to be knowledge in companies is a strategic resource and must
customer-oriented in order to satisfy customer requirements. therefore managed for the targeted control of business
By focusing on the customer order, departmental boundaries processes [19].
within the end-to-end view are not clearly defined but are Data volumes increase in the course of the digital
transformed to smooth transitions between the divisions transformation [20]. However, data cannot be equated with
involved [9]. For this reason, company's business processes are knowledge and must be processed in such a way that it
no longer viewed only vertically, but also horizontally across contributes to value creation. Various technologies (such as
departmental boundaries. Through the implementation of this data analytics and data mining) can be used to gain knowledge
overarching concept a variety of potentials can be exploited at from business data and thus support decision-making processes
the interfaces [12] . [21]. On this basis, improvements of process objectives, such
as cost reduction, quality improvement and reduction of lead
2.2. Digitalization time, can be implemented more effectively.
Similar to material flows, information flows can also cause
In the literature a distinction can be made between waste, which prevents a lean flow. The basis for the waste of
digitization, digitalization and digital transformation. information flows presented in this paper can be found in the
„Digitization is the technical process of converting analog literature review on the transfer of lean waste to information
signals into a digital form" [13]. Digitalization refers to the logistics by Meudt et al. [6]. These wastes were partially
increasing spread of digital technologies in the economy and combined and supplemented by further literature [6,21–24] .
society and refers to changes in socio-technical systems and The movement, processing and transport of information is
processes. Whereas digitization focuses on digital technologies listed as one of the central wastes [6,23]. This means the
and the technological process, that disconnect information unnecessary movement of information and information
from physical devices, digitalization describes “the manifold carriers, manual activities that could be automated, process
socio-technical phenomena and processes of adopting and loops resulting from missing information and the extraction,
using these technologies in broader individual, organizational, conversion and storage of data from different data sources.
and societal contexts” [13]. The digital transformation Interfaces are understood as media and system disruptions as
describes the continuous change of entire companies with well as interfaces between persons involved in the process. The
regard to progressive digitalization and sustainable value effort required to keep the information flow at these interfaces
creation [14]. From the company's point of view, digital can also be considered wasteful [22,24]. Waiting times for
300 Thomas Pschybilla et al. / Procedia CIRP 93 (2020) 298–303
Thomas Pschybilla et al. / Procedia CIRP 00 (2019) 000–000 3

information caused by upstreaming processes as well as latency and Hill [25] as well as on parts of the design science research
times of information systems can be understood by the term approach according to Hevner and Chatterjee [26].
“waiting”[6]. A poor data quality include the error, accuracy, To this end, requirements for information flow analyses are
relevance, actuality, integrity, consistency and representation identified and derived in the literature using the approach of
of information [6]. Thus, a poor data quality leads to process Webster and Watson [27] and Vom Brocke et al. [28].
stops, redundancies or wrong decisions and therefore poor data Subsequently, the literature analysis will be used to identify
quality can also be considered a waste. A further central waste relevant approaches and thus to evaluate existing information
is summarized under the term “knowledge generation” and flow analyses in end-to-end processes by using the derived
means the unused potentials by missing data analyses [6]. The requirements. A discrete scale, divided into five different
waste of inventory contains unnecessary information characteristics, is used to evaluate the existing approaches. As
inventories such as redundant data stores or redundant data a result, a differentiated and comparable evaluation can be
sources [6,24]. The waste “over-processing” means the effort achieved. This type of evaluation goes back to Likert [29] and
spent to create a detailed level of information that is not needed has proven to be particularly useful in the evaluation of
[24]. The inefficient collection and storage of data is scientific approaches in the engineering sciences.
summarized under waste “overproduction” [6].
In summary, the following types of waste in information 3.2. Requirements for future approaches
flows can be considered. The wastes occur either separately or
in combination as mixed forms and can impact each other: The requirements result on the one hand by analyzing
scientific studies with a focus on digital transformation in
• Movement, processing and transport of information companies and on the other hand from process analyses that
• Interfaces have been carried out in practice [5,14,20,30,31]. Based on the
• Waiting identified weaknesses by end-to-end digitalization through lean
• Data Quality information flows, technical literature was critically reviewed
• Knowledge generation and the following requirements as well as the characteristic
• Inventory criteria for each scale value (table 1) were finally defined:
• Over-processing
• Overproduction • R1: Consideration of end-to-end process (incl. interfaces to
customers and suppliers)
3. Analyzing future requirements • R2: Creation of detailed transparency (with different
aggregation levels) over all material and information flows
3.1. Methodology approach of the end-to-end process
• R3: Derivation of optimization potentials and fields of
The findings gained in this publication are based on parts action (e.g. process automation, process elimination) by
of the research process for applied research according to Ulrich identification of wastes

Table 1. Criteria for evaluating existing approaches

Evaluation R1 R2 R3 R4 R5
0 The approach does not The approach does not The approach does not The approach does not The approach considers
unsatisfied consider end-to-end create any transparency. identify optimization evaluate the potentials. a static process chain.
processes. potentials.
1 The approach only The approach creates The approach identifies The approach evaluates The approach refers to
rudimentarily considers one individual transparency of individual types of waste the potentials individual environmental
fulfilled function (with possibly processes at a high level in processes. qualitatively for certain turbulences but does not
interfaces). of aggregation. process steps. specify them more
precisely.
2 The approach considers The approach creates The approach identifies The approach evaluates The approach considers
partially several individual transparency with more wastes in material or the optimization and analyzes certain
fulfilled functions (with possibly information about information flows in detail. potentials quantitatively environmental
interfaces), but not their material or information for certain process steps. turbulences.
overall end-to-end flow at a high level of
coherence. aggregation.
3 The approach considers a The approach creates The approach identifies The approach evaluates The approach considers
fulfilled in wide range of end-to-end transparency with wastes in material or the optimization and analyzes a variety of
many aspects processes and also the detailed information information flows in detail potentials quantitively environmental
interfaces to customers about material or and derivate digital process along the end-to-end turbulences.
and suppliers. information flow. potentials. process.
4 The approach considers The approach creates The approach identifies The approach evaluates The approach takes full
completely holistic end-to-end transparency with wastes in material and and prioritize the account of
fulfilled processes with interfaces detailed information information flows in detail potentials quantitively environmental
to customers and about material and and derivate action fields along the end-to-end turbulences and the
suppliers. information flow as well for digital process process depending on interdependencies to
as their interrelation. solutions. company goals. wastes.
 Thomas Pschybilla et al. / Procedia CIRP 93 (2020) 298–303 301
4 Thomas Pschybilla et al. / Procedia CIRP 00 (2019) 000–000

• R4: Quantitative and qualitative evaluation and dimensions: a technical infrastructure dimension facing
prioritization of the optimization potentials along the entire Industry 4.0 and a management approach that describes the
end-to-end process depending on the company goals roles involved and relevant daily activities. Lugert uses digital
• R5: Consideration of dynamic environmental turbulences tools like data analytics to utilize the collected real-time data
for the end-to-end process (e.g. external turbulences like for value stream mapping and presents them on a dashboard.
customer change requests) [36]

3.3. Existing approaches 3.3.4. Value stream mapping 4.0

According to Meudt et al. [37] the value stream mapping 4.0
Based on the literature research according to Vom Brocke et is an approach for the holistic analysis of value streams and
al. [28] the five approaches to process recording and analysis information flows in production. The approach uses existing
with focus on information flows were identified, which most methods of Lean Management, which are extended by
closely correspond to the requirements in total and which are systematically mapping the possibilities of digitization in order
briefly presented below1. to derive optimization potentials. For this purpose, both
conventional waste of the lean approach and information
3.3.1. SCOR logistics waste, such as redundant systems or media breaks, are
The SCOR model is a reference model developed by the identified. The method focuses on the visualization of the way
Supply Chain Council [32]. The aim of the Supply Chain data is collected, how information is handled, the data carriers,
Council is to develop a methodology and to provide tools for the relevant key figures and how the collected data is used.
the evaluation and benchmarking of supply chains, which Unlike existing value stream approaches, information logistics
should enable users to examine their company for processes can be modelled and analyzed in addition to material
improvements [33]. The SCOR model aims to ensure a cross- flows with the implementation of just a few new symbols. From
company and cross-industry description, evaluation and this, information logistics wastes can be derived and solution-
analysis of supply chains, considering the fulfillment of end oriented measures can be compared. [37]
customer demand [34,35]. The analysis of supply chains
implies the consideration of information exchange, physical 3.3.5. Life cycle-oriented value stream mapping
goods movements and market-relevant activities between The life cycle-oriented value stream mapping according to
companies, customers and suppliers [33]. Brenner et al. [38] represents an improvement of the
conventional value stream method and aims at the progressive
3.3.2. Lean management in indirect business areas development of information technology communication for the
Magenheimer focuses on the identification and evaluation integration of all processes in the mechanical engineering
of wastes in indirect business areas. Therefore, Magenheimer industry. To achieve this, a life cycle-oriented approach is
uses the tools of lean management and information described which, in addition to the analysis of the material
management. Magenheimer consolidates the principles of Lean flow, focuses on information flows. The analysis supports users
Management for indirect areas of the company. In contrast to in the mechanical engineering industry in identifying and
direct areas, where the physical product gains value along the evaluating waste in internal material and information flows
process chain, indirect areas of the company focus on during the product life cycle. Brenner et al. model the business
information to create value. Based on the seven types of waste processes and the information flows on all process levels with
of material flows, Magenheimer defines and uses the following a notation based on BPMN. Moreover, a method is applied
types of waste for indirect business areas: Waiting time, which evaluates the information flows across the interfaces
inventory, defects, motion, resources, interfaces and over- qualitatively and quantitatively. The analysis aims to integrate
processing. The method identifies the wastes by modelling the not only the material waste but also the non-material waste in
business processes in a notation based on value stream an integrated approach. A functional model of the tool life
mapping. After the identification of the wastes, they are cycle derived from interviews serves as a tool for identifying
evaluated quantitively. [24] the processes and steps to be analyzed. [38]

3.3.3. Dynamic Value Stream Mapping 3.4. Assessment and derivation of significant elements of
In his publications, Lugert examines the adaptability of the future approaches
value stream method under consideration of the digital
transformation. For this purpose, he works out the gaps in In the following, the requirements and the derived criteria
current value stream methods. In addition, he analyses other described above will be used for evaluating the approaches
current approaches that address the deficits of the conventional (table 2). Moreover, essential elements of analyses are
value stream method. Based on this, Lugert derives an highlighted, and discrepancies are being pointing out.
approach for a dynamic value stream management with two

1
Literature research by Vom Brocke et al. [28] over all dates with the search (lean management OR digital transformation”) in high ranking journals
term “(method OR approach OR model) AND (value stream OR information including full text rating as well as a backward and forward research
flow OR supply chain) AND
302 Thomas Pschybilla et al. / Procedia CIRP 93 (2020) 298–303
Thomas Pschybilla et al. / Procedia CIRP 00 (2019) 000–000 5

R1: Most of the approaches focusses on the processes in the turbulences and its effects on the end-to-end process must be
production environment or separately on indirect processes. analyzed.
None of them considers the entire end-to-end process inclusive Finally, the assessment of the approaches is presented based on
the interfaces to external participants. Only the SCOR Model the requirements (see 3.2) in table 2:
[32] differs from the other approaches. Because of its supply
chain focus it provides a suitable basis for the comprehensive Table 2. Requirements fulfillment of existing approaches
description of business processes in a company. The indirect Requirements
processes of the opportunity-to-order and the commercial and No Author R1 R2 R3 R4 R5
technical order fulfillment as well as production processes 1 SCOR 3 3 1 2 1
needed to be represented more detailly. Therefore, it must be (2006)[32]
examined whether all end-to-end processes of a company and 2 Magenheimer 1 2 2 1 1
the interfaces to suppliers and customers are considered in the (2014)[24]
particular case. 3 Lugert 1 3 2 2 3
R2: The approaches for modelling material and information (2019)[36]
flows already provide a suitable basis. They differ from each 4 Meudt et al. 1 3 3 1 2
other especially in the focus and the type of modelling. The (2017)[37]
approaches either focus on detailed business processes with 5 Brenner et al. 1 3 3 2 1
information flows on a low level of detail (SCOR [32]) or (2018)[38]
process and information flows in selected areas, e.g. in the 0 unsatisfied 1 rudimentarily fulfilled 2 partially fulfilled
production environment (Lugert [36] , Meudt et al. [37], 3 fulfilled in many aspects 4 completely fulfilled
Brenner et al. [38]). For modelling of business processes and
their information flows at a higher level of detail modelling
Although no methodologically relevant criteria are assessed,
languages such as BPMN 2.0, as one of the widely used
it can be concluded that the considered approaches have been
modeling languages, can be utilized and adapted (Brenner et al.
developed methodically and are documented thoroughly. The
[38]). Additionally, Brenner also describes the information
approaches have a consistent structure and procedure with
flows at inter- and intra-process interfaces qualitatively and
steps that build on each other.
quantitatively by using basic model of the human information
As described above, the individual approaches include
processing [38]. If production-relevant processes are to be
elements that address the requirements. With these tools, users
considered, components of the extended value stream method
today can already visualize information flows and identify
according to Meudt et al. [37] are suitable.
wastes in individual departments of their company. However,
R3: All approaches use modelling and, in some cases,
the requirements are not implemented completely in any case.
qualitative and quantitative surveys to identify waste and
In particular, a holistic methodology is required that takes into
derive optimization potentials. In order to derive the previously
account the end-to-end process and analyses the cause-effect
described wastes in information flows from the modelling,
relationships of digitalization. The aim is to identify and
question catalogs like the OPTIMAL-Q procedure from
quantify potentials across the entire process chain. Therefore,
Brenner et al. [38] or the audit catalogue by Magenheimer [24]
the quantifications determined should be compared with the
can be used. In addition to waste identification, Meudt et al.
company's objectives and, on this basis, drives forward the
[37] supplements the Value Stream Design 4.0, which supports
needs-based steps towards digitalization of the end-to-end
in optimizing product and process information flows to
process.
minimize waste and integrates new digitized solutions.
R4: In all approaches, individual key figures are collected
4. Summary and outlook
which are used to derive optimization needs. The quantification
of waste, the allocation of these wastes to company-relevant
The digital transformation enables companies in the
target objectives, the influence of impact on the end-to-end
mechanical engineering industry to use new opportunities to
process and the prioritization of digitalization potentials is not
optimize their end-to-end processes. This includes the
addressed holistically in any approach. Furthermore, the
application and efficient use of new technologies. Data and
consideration of how digitalization can offer the customer
information flows represent a further essential factor for
added value along the customer-relevant processes is missing
companies being faster and more effective. The increasing
in all approaches.
amounts of data are used insufficiently and in an inefficient
R5: The consideration of dynamic turbulences and the
manner. In order to recognize potentials in these flows, new
effects on the processes are only considered by Lugert [36].
approaches are needed to identify wastes and derive potentials
Besides the consideration of malfunctions and fluctuations in
for lean information flows.
process data, Lugert integrates methods of data analytics and
On the one hand, this paper has presented requirements that
simulations in order to react optimally and timely to the
methodologies are needed to analyze and evaluate potentials in
turbulences [36]. Handling turbulences often leads to new
information flows and, on the other hand, has compared
wastes that are not reflected in static models. The origin and
existing approaches, so that elements that have already been
handling of turbulence cannot be solved by the occurring
implemented today can be highlighted. Based on this, existing
function alone. Therefore, a comprehensive view of
gaps of previous approaches were also pointed out. In the
future, a holistic approach will be required that enables users to
 Thomas Pschybilla et al. / Procedia CIRP 93 (2020) 298–303 303
6 Thomas Pschybilla et al. / Procedia CIRP 00 (2019) 000–000

apply a step-by-step methodology for identifying, deriving and [19] Thommen J-P, Achleitner A-K. Wissensmanagement. In: Thommen J-P,
prioritization potentials of digitalization in end-to-end Achleitner A-K, editors. Allgemeine Betriebswirtschaftslehre.
Wiesbaden: Gabler Verlag; 2012, p. 1025–1042.
processes. An important step for further development stages [20] Bloching B, Leutiger P, Oltmanns T, Rossbach C, Schlick T, Remane G
will be to determine the benefits of the identified wastes for the et al. Die digitale Transformation der Industrie: Was sie bedeutet. Wer
entire process chain. In this context, an additional publication gewinnt. Was jetzt zu tun ist; 2017.
has already been published on the prioritization of [21] Bauernhansl T, Krüger J, Reinhart G, Schuh G. WGP-Standpunkt
digitalization projects as another part of an integrated Industrie 4.0. Darmstadt; 2016.
[22] Herfurth M. Entwicklung von prozessorientierten Informationssystemen
methodology [39]. In addition to sufficient transparency, tools für die industrielle Dienstleistungsbeschaffung [Dissertation]. Karlsruhe:
are needed to determine the types of waste for information Karlsruher Institut für Technologie (KIT); 2014.
flows and thus derive potentials, so that a quantified added [23] Verhagen WJC, Vrught B de, Schut J, Curran R. A method for
value can be created for the company as well as for the identification of automation potential through modelling of engineering
customers. These individual components will then have to be processes and quantification of information waste. Advanced Engineering
Informatics 2015;29(3):307–21.
transferred into an integrated holistic methodology. https://doi.org/10.1016/j.aei.2015.03.003.
[24] Magenheimer KA. Lean Management in indirekten
References Unternehmensbereichen: Modellierung, Analyse und Bewertung von
Verschwendung [Dissertation]. München: Technische Universität
[1] Kagermann H, Wahlster W, Helbig J. Umsetzungsstrategie Industrie 4.0. München; 2014.
Ergebnisbericht der Plattform Industrie 4.0; 2015. [25] Ulrich P, Hill W. Wissenschaftstheoretische Grundlagen der
[2] Hunke F, Schüritz R. Smartere Produkte durch analysebasierte Betriebswirtschaftslehre. Wirtschaftswissenschaftliches Studium:
Dienstleistungen – Ein methodisches Werkzeug zur strukturierten Zeitschrift fü Ausbildung und Hochschulkontakt 1976;1976(7+8):304–
Entwicklung. HMD 2019;56(3):514–29. https://doi.org/10.1365/s40702- 309.
019-00531-8. [26] Hevner AR, Chatterjee S. Design Science Research in Information
[3] Kersten W, Seiter M, See Bv, Hackius N, Maurer T. Chancen der digitalen Systems. In: Hevner AR, Chatterjee S, editors. Design Research in
Transformation. Trends und Strategien in Logistik und Supply Chain Information Systems. Theory and Practice. Boston, MA: Springer US;
Management. Hamburg: DVV Media Group GmbH; 2017. 2010, p. 9–22.
[4] Bauernhansl T. Die vierte industrielle Revolution: Der Weg in ein [27] Webster J, Watson RT. Analyzing the Past to Prepare for the Future.
wertschaffendes Produktionsparadigma. In: Bauernhansl T, Hompel M ten, Writing a Literature Review. MIS Quarterly 2002;26(2):13-23.
Vogel-Heuser B, editors. Industrie 4.0 in Produktion, Automatisierung und [28] Vom Brocke J, Simons A, Niehaves B, Reimer K, Plattfaut R, Cleven A.
Logistik. Wiesbaden: Springer Fachmedien Wiesbaden; 2014, p. 5–35. Reconstructing the giant. On the importance of rigour in documenting the
[5] Rinn T, Vollmer P, Veit E. Ein neuer Weckruf zur Digitalisierung: Wie literature search process. ECIS 2009 Proceedings Paper 161 2009.
Unternehmen mit der Digitalisierung richtig vorankommen; 2019. [29] Likert R. A technique for the measurement of attitudes. New York: R. S.
[6] Hicks BJ. Lean information management: Understanding and eliminating Woodworth; 1932.
waste. International Journal of Information Management 2007;27(4):233– [30] Lugert A, Batz A, Winkler H. Empirical assessment of the future adequacy
49. https://doi.org/10.1016/j.ijinfomgt.2006.12.001. of value stream mapping in manufacturing industries. Journal of
[7] Meudt T, Leipoldt C, Metternich J. Der neue Blick auf Verschwendungen Manufacturing Technology Management 2018;29(5):886–906.
im Kontext von Industrie 4.0. ZWF 2016;111(11):754–758. https://doi.org/10.1108/JMTM-11-2017-0236.
https://doi.org/10.3139/104.111617. [31] Staufen AG. Industrie 4.0: Deutscher Industrie 4.0 Index 2018. Eine
[8] Müller JM, Voigt K-I. The Impact of Industry 4.0 on Supply Chains in Studie der Staufen AG und der Staufen Digital Neonex GmbH. Köngen;
Engineer-to-Order Industries - An Exploratory Case Study. IFAC- 2018.
PapersOnLine 2018;51(11):122–127. [32] Supply Chain Council. Supply-Chain Operations Reference-model.
[9] Maddern H, Smart PA, Maull RS, Childe S. End-to-end process Overview of SCOR Version 8.0. Pittsburg, Pennsylvania; 2006.
management. Implications for theory and practice. Production Planning & [33] Stein A. Erweiterung des Supply Chain Operations Reference-Modells.
Control.2013;25(16):1303–1321. Anforderungen, Konzepte und Werkzeuge. Münster: Westfälische
https://doi.org/10.1080/09537287.2013.832821. Wilhelms-Universität Münster; 2010.
[10] Gaydoul R, Daxböck C. Prozessmanagement von End-to-End Prozessen. [34] Huang SH, Sheoran SK, Keskar H. Computer-assisted supply chain
Z Control Manag 2011;55(S2):40–46. https://doi.org/10.1365/s12176- configuration based on supply chain operations reference (SCOR) model.
012-0332-7. Computers & Industrial Engineering 2005;48(2):377–94.
[11] Gadatsch A. Grundkurs Geschäftsprozess-Management: Analyse, https://doi.org/10.1016/j.cie.2005.01.001.
Modellierung, Optimierung und Controlling von Prozessen. 8th ed. [35] Pfohl H-C, Stölzle W. Das Supply-Chain Operations Reference (SCOR)-
Wiesbaden: Springer Vieweg; 2017. Modell. Controlling 2005(8/9):541-543
[12] Wiendahl H-H. Auftragsmanagement der industriellen Produktion. [36] Lugert A. Dynamisches Wertstrommanagement im Kontext von Industrie
Berlin, Heidelberg: Springer Berlin Heidelberg; 2011. 4.0. Berlin: Logos Verlag Berlin; 2019.
[13] Legner C, Eymann T, Hess T, Matt C, Böhmann T, Drews P et al. [37] Meudt T, Metternich J, Abele E. Value stream mapping 4.0. Holistic
Digitalization. Opportunity and Challenge for the Business and examination of value stream and information logistics in production.
Information Systems Engineering Community. Bus Inf Syst Eng CIRP Annals 2017;66(1):413–416.
2017;59(4):301–308. https://doi.org/10.1007/s12599-017-0484-2. https://doi.org/10.1016/j.cirp.2017.04.005.
[14] Gimpel H, Huber RXR, Röglinger M, Hosseini S, Probst L, Faisst U. [38] Brenner D, Kleinert F, Schröter L, Westkämper E. Die
Structuring Digital Transformation. A Framework of Action Fields and its lebenszyklusorientierte Wertstromanalyse. Ganzheitliche Identifikation
Application at ZEISS. Journal of Information Technology Theory and von Digitalisierungspotenzialen am Beispiel des Werkzeugwesens. wt
Application (JITTA) 2018;19(1). Werkstattstechnik online 2018;108(11/12):821–828.
[15] Spitta T, Bick M. Informationswirtschaft. Eine Einführung. Berlin, [39] Pschybilla T, Hofmann M, Enders T, Vössing M. Priorisierung von
Heidelberg: Springer Berlin Heidelberg; 2008. Digitalisierungsprojekten entlang der gesamten kundenorientierten
[16] Dinter B, Winter R (eds.). Integrierte Informationslogistik. Berlin: Prozesskette im Maschinenbau. HMD 2019;56(6):1144–56.
Springer; 2013. https://doi.org/10.1365/s40702-019-00571-0.
[17] Nonaka I. A Dynamic Theory of Organizational Knowledge Creation.
Organization Science 1994;5(1):14–37.
[18] Nonaka I, Takeuchi H. The knowledge creating company. How Japanese
companies create the dynamics of innovation. New York: Oxford Univ.
Press; 1995.