ABSTRACT
On established UK manufacturing sites systemic issues such as technology integration, operations streamlining, product quality and cost control, management information handling, product decisions, process technology and workforce stability have to be addressed in the context of diminishing financial margins and increased competition. Re-engineering has become a recognised approach to encourage proactive re-appraisal of the way that a company operates at any, or every level, strategic, tactical or operational. The re-engineering process can be aided by building a model of current practice, the ‘AS-IS’ state, using IDEF0 and IDEF3 followed by an analysis stage to determine ineffective areas, to compare with best practice, to set targets and to establish measures of performance. This leads to the formation of a TO-BE’ model that will simplify,
remove unnecessary procedures and eliminate waste as a precursor to implementation. The reality of typical manufacturing enterprise systems is that current practices almost always constrain future development and an understanding of those factors that critically effect system efficiency and effectiveness should be established before changes are made.
