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Tema: Prosessforbedring: Hvordan identifisere og sikre de forretningsmessige gevinstene av nye samhandlingsformer?. Brobygging, samhandling og deling av kunnskap mellom partnere. Fremtidig samarbeid mellom aktørene i maritime sektor. Software 2000 08.01.2000 Oslo. Peter Wieland

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brobygging samhandling og deling av kunnskap mellom partnere

Tema: Prosessforbedring: Hvordan identifisere og sikre de forretningsmessige gevinstene av nye samhandlingsformer?

Brobygging, samhandling og deling av kunnskap mellom partnere

Fremtidig samarbeid mellom aktørene i maritime sektor

Software 2000

08.01.2000

Oslo

Peter Wieland

Det Norske Veritas

peter.wieland@dnv.com

contents
Contents
  • Current situation
  • Levels of IT-induced business reconfiguration
  • Redesign of external business processes
  • Redesign example: Virtual enterprises
  • VE project: MARVIN
  • ICT-based information exchange
  • Example: Model based approval
current situation
Globalisation of services & access to knowledge

Geographical distance disappear

Traditional organisational membership becomes obsolete

Increasing number of competitors

New ways of exposing own services and competence areas

Increasing number of service providers, customers, collaborators, etc.

New ways of working together

Redefine processes (internal and external)

Identify business partners

Exchange information

Current Situation
level 4 business network redesign external business processes
Level 4: Business network redesign (external business processes)
  • Altering the way that the business interacts with its suppliers/customers.
  • Done by exploiting ICT.
  • Type of interaction can itself involve different levels of structuredness in the information that is exchanged.
    • Less structured exchanges are possible when a business is able to log into its suppliers database management system.
    • Highly structured exchanges occur when businesses are linked through electronic data interchange (EDI).

Example: Virtual Enterprise, cartel, joint venture, etc.

virtual enterprise characteristics
A (temporary) partnership of independent companies and/or individuals

Dynamically configured

Partners linked through modern telecommunication infrastructure

Exploit and profit from rapidly changing business opportunities

Composed of partners of core competence (best-of-everything-company)

Neither central office nor hierarchy or vertical integration

Partnerships will be less permanent, less formal, and based more on special opportunities.

Partners are free to end their partnership after completion of the venture.

Internal, stable or dynamic

Corporate identity replaced by product identity

Virtual enterprise characteristics
requirements and threats
Requirements

Trust, culture for openness

Fit (strategically, cultural, organisational)

Flexible IT systems (new products, processes and heterogeneous systems)

Mature standards

Threats

“Not-Invented-Here”

Conflicts after completion

Missing standards

Missing identification with participants of the VE

Requirements and threats
example
European research project

1999 - 2001

10 international partners

Ship managers

Class society / ERS

Ship yard

Software vendor

University / Research

4 Countries

Co-ordinator: DNV

http://research.dnv.com/marvin

Example:

Objectives:

  • To reduce the out-of-service time for ships in operation.
  • To provide guidance on legal issues of running a virtual operation on the internet.
  • To define a standard-based infrastructure for the management of maritime processes that integrates state-of-the-art ICT.
  • To develop a tool kit that models, facilitates and co-ordinates the interaction between companies forming a virtual organisation in the maritime industry
  • To validate the proposed infrastructure and tools within two separate scenarios
ict based information exchange
Many standards in use

Many digital systems do not communicate

Need to invest in translators and viewers

Need to develop interface/communication standards such as STEP

Legal challenges f.ex. with use of electronic signatures and stamps

Legal implications w.r.t. ownership of information

Obvious gains in transmittal time

Tendencies to information over flow

Version control as important as ever

Gains may be consumed by lower prices

Costs may be moved from one actor to another, f.ex. printing

Digital information requires new work processes

Digital information enables new work processes

ICT-based information exchange
mitv model based hull design approval project
MITV: Model based hull design approval project
  • NFR research project
  • Duration: July 1999 - December 2000
  • Project manager: DNV

Objective:

By means of ICT and new work processes to reduce

time and costs related to hull design approval.

The project is a collaboration between Norwegian ship building industry, Marintek and Det Norske Veritas

project objectives
Project objectives
  • Establish neutral electronic communication between distributed actors
    • Develop STEP - Nauticus translators
    • Trigger development of STEP - CAD/CAM translators
    • Test exchange of 2D electronic drawings
    • Test exchange of 3D models
  • Develop new work processes through modelling, simulation and optimisation of
    • Organisation (project and enterprise)
    • Work processes
example of neutral electronic communication
Example of neutral electronic communication
  • STEP (STandard for Exchange of Product data) application protocols defines neutral product models for ships:
      • AP 215 Ship Arrangement
      • AP 216 Ship Moulded Forms
      • AP 217 Ship Piping Systems
      • AP 218 Ship Structures
      • AP 226 Ship Mechanical Systems
  • DXF (Drawing Exchange Format)

Enables communication between Nauticus and the CAD/CAM systems of the yards/consultants