This paper stresses the importance of quick reaction to process changes, high interactivity and flexibility, and high capability of human cooperation in a complex environment. People at decisional and operational level, involved in production and business processes, increasingly face the demand for fast decision making. The recognition of the human role in enterprise integration will result in improved quality of the process, the overall organisation performance and the social aspects of working life. The proposed means to achieve these objectives are twofold: firstly, it is proposed to design and test new applications of groupware and workflow management systems, in order to fundamentally improve business processes in their relations to the existing production systems in manufacturing. The technology-to-be-designed is a cooperative IT system, based on a workflow management platform and on groupware applications to support production planning and control, with particular emphasis on the handling of exceptions in manufacturing control. Secondly, it is proposed to define a framework for change management as a strategic tool for re-design of networked industrial organisations. The proposed concepts include re-engineering of business processes and cooperative structures, and continuous improvement through employee involvement. Furthermore, it comprises a framework for the change process which takes into account the socio-technical dimensions of today's manufacturing environment. It addresses in particular the issues of learning, coping with change and chaos, and the quality of working life.
CITATION STYLE
Schael, T. (1997). The Human Role in Enterprise Integration. In Enterprise Engineering and Integration (pp. 225–234). Springer Berlin Heidelberg. https://doi.org/10.1007/978-3-642-60889-6_25
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