Um modelo de empresas sobre empresas Sensing, Smart e Sustainable (S^3)

Sousa, Thales Botelho de; Yamanari, Juliana Suemi; Guerrini, Fábio Müller

Brasil

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Thematic Section: Digital Transformation, Intelligent Manufacturing and Supply Chain Management 4.0 • Gest. Prod. 27 (3) • 2020 • https://doi.org/10.1590/0104-530X5624-20 copiar

Um modelo de empresas sobre empresas Sensing, Smart e Sustainable (S^3)

Autoria SCIMAGO INSTITUTIONS RANKINGS

Resumo

As organizações estão sendo altamente pressionadas para aumentar sua competitividade para lidar com os mercados dinâmicos e turbulentos, e o desenvolvimento de um sistema de manufatura inteligente foi identificado como uma forma eficaz de aumentar a competitividade das empresas. Portanto, as empresas tradicionais necessitam de modelos, habilidades, processos e tecnologias para enfrentar os desafios impostos pelos atuais mercados altamente competitivos, o que exige inovação constante. Ao aplicarem os conceitos de detecção e monitoramento, inteligência e sustentabilidade, Empresas Sensing, Smart e Sustainable (S^3) desempenham um papel importante na digitalização de estratégias, decisões e operações e tornam-se eficientes para enfrentar os desafios intrínsecos à economia digital e à manufatura inteligente. A literatura existente indica a necessidade do desenvolvimento de métodos e modelos de empresas que retratem a realidade das Empresas S^3. Este artigo tem como objetivo desenvolver um modelo de empresas para facilitar a formalização de Empresas S^3 e compreender a dinâmica de suas operações. Aplicando o método For Enterprise Modeling (4EM), este modelo de empresas proposto documenta os objetivos, regras de negócio, processos e conceitos das Empresas S^3. A contribuição deste artigo é a identificação de princípios norteadores que permitam que as empresas interessadas em aplicar os conceitos S^3 tenham uma referência básica mapeada por meio de perspectivas de diferentes domínios do conhecimento.

Palavras-chave:
Empresa Sensing; Empresa Smart; Empresa Sustainable; Modelagem de empresas; Manufatura inteligente

Characteristic	Description
Context awareness	The ability to collect information about the enterprise. The information can be internal (such as machine failures, product defects, cycle times, machinery status) or external (downstream and upstream capacity, demand fluctuations, costs). Sensors, WSNs, Radio Frequency Identification (RFId), multi-sensors, and sensor fusion support the process of collecting information.
Foresight	The ability to predict future changes, supported by CPSs, big data, data mining, and machine learning.
Intelligence	The use of information or rules to make knowledge-based decisions. This is done with the use of information models on products or manufacturing, ontologies and artificial intelligence, intelligent control systems and management systems [such as Supplier Relationship Management (SRM), Customer Relationship Management (CRM), Enterprise Resource Planning (ERP), and Manufacturing Execution System (MES)].
Collaboration skills	The enterprise’s ability to conform to Collaborative Networked Organizations (CNOs). ICTs, applications (such as wikis, blogs, e-mail, social networks, chats, video-chat), and e-Services (such as e-Brokerage, e-Marketing) support the collaboration among enterprises.
Integration capability	It can be structured at three levels: physical (interconnection of devices and machines), application (integration of databases and software), and business (coordination of management and control of business processes). Integration is implemented through the use of IoT devices, device coordination systems [e.g. Supervisory Control and Data Acquisition (SCADA), Programmable Logic Controllers (PLCs)], management systems [e.g. ERP, MES, Product Data Management (PDM)], enterprise modelling tools [e.g. ARIS, CIM Tool, Bonapart], and enterprise operating systems.
Adaptability/Agility	The degree of flexibility in the kind of response obtained and in the ease with which this response can be reconfigured as the environment shifts again. This can be achieved using Computer Numeric Control (CNC) machines, robotic arms, Automated Guided Vehicle solutions (AGVs) and conveyors, Computer-Aided Manufacturing (CAM) and Computer-Aided Process Planning (CAPP) software, and Cyber-Physical Production Systems (CPPS).
Economic sustainability	The enterprise’s ability to compete and generate profits. Manufacturing strategies (lean manufacturing, mass production, mass customization), business model patterns, accountability tools (ERP, point of sales, Excel), and business intelligence are employed.
Social responsiveness	It is the ability to survive and meet the needs of society. It means compliance with education programs, health insurance, employee rights and related norms and standards.
Environmental sustainability	It involves the activities associated with three basics aspects: products, process, and regulations, and can be developed by using life-cycle assessment, additive manufacturing, product service systems, and environmental standards such as ISO 14000.

Method	Objective	Decision	Activity	Data	Organization	Information	Process
ARIS	-	-	X	X	X	X	X
CIMOSA	X	-	X	X	X	X	X
GERAM	X	X	-	X	-	X	-
GRAI	-	X	X	-	X	X	X
IDEF	-	-	X	X	-	-	X
ORDIT	-	-	X	X	X	X	-
PERA	X	X	X	X	X	X	-
SADT	-	-	X	-	-	-	X
UML	-	-	X	-	X	-	X
4EM	X	X	X	X	X	X	X

Principle	Description
Agility	It is temporal concept, associated with the response time and identification of the cycle of opportunity, configuration, operation/reconfiguration, and dissolution (Goranson & Goranson, 1992Goranson, H. T., & Goranson, T. (1992). The agile virtual enterprise: cases, metrics, tools. Westport: Quorum Books.).
Transparency	It aims to ensure access to open information and implement cloud-based processing to enable community response (Weichhart et al., 2016Weichhart, G., Molina, A., Chen, D., Whitman, L. E., & Vernadat, F. (2016). Challenges and current developments for sensing, smart and sustainable enterprise systems. Computers in Industry, 79, 34-46. http://dx.doi.org/10.1016/j.compind.2015.07.002. http://dx.doi.org/10.1016/j.compind.2015... ).
Empowerment	It refers to the influence and control of individuals and communities regarding the decisions that affect them. In general, empowerment is the process by which people take care of their environment (the physical, economic, social, cultural, and psychological aspects) employing the resources available (Fetterman & Wandersman, 2005Fetterman, D. M., & Wandersman, A. (2005). Empowerment evaluation: principles in practice. New York: The Guilford Press.).
Information, and knowledge sharing	They encourage innovation and collaboration processes (Weichhart et al., 2016Weichhart, G., Molina, A., Chen, D., Whitman, L. E., & Vernadat, F. (2016). Challenges and current developments for sensing, smart and sustainable enterprise systems. Computers in Industry, 79, 34-46. http://dx.doi.org/10.1016/j.compind.2015.07.002. http://dx.doi.org/10.1016/j.compind.2015... ).
Collaboration	It can be described as manifestations of several autonomous and geographically distributed entities within a heterogeneous operating environment; the culture, goals, and social capital that collaborate to achieve better results and common goals. The collaboration among companies is mentioned in several studies involving collaborative network organizations, alliances, partnerships, cooperation, and collaborative supply chain, among others (Camarinha-Matos & Afsarmanesh, 2008Camarinha-Matos, L. M., & Afsarmanesh, H. (2008). On reference models for collaborative networked organizations. International Journal of Production Research, 46(9), 2453-2469. http://dx.doi.org/10.1080/00207540701737666. http://dx.doi.org/10.1080/00207540701737... ).
Resilience	For Luthar et al. (2000)Luthar, S. S., Cicchetti, D., & Becker, B. (2000). The construct of resilience: a critical evaluation and guidelines for future work. Child Development, 71(3), 543-562. http://dx.doi.org/10.1111/1467-8624.00164. PMid:10953923. http://dx.doi.org/10.1111/1467-8624.0016... , it can be understood as the association of three essential components: (1) the notion of trauma, adversity, and risk to human development; (2) the process of positive adaptation and overcoming adversity; (3) the process that considers the dynamics among emotional, sociocultural, and cognitive mechanisms that influence the human development. Innovation is the successful use of new ideas in terms of products, processes, services, and business practices (Christopherson et al., 2008Christopherson, S., Kitson, M., & Michie, J. (2008). Innovation, networks and knowledge exchange. Cambridge Journal of Regions, Economy and Society, 1(2), 165-173. http://dx.doi.org/10.1093/cjres/rsn015. http://dx.doi.org/10.1093/cjres/rsn015... ).
Self-organization	This refers to the ability of networks to reorganize themselves into more heterogeneous structures, and to use more complex processes without a detailed and centralized management guideline (Kash & Rycroft, 2002Kash, D. E., & Rycroft, R. (2002). Emerging patterns of complex technological innovation. Technological Forecasting and Social Change, 69(6), 581-606. http://dx.doi.org/10.1016/S0040-1625(01)00171-8. http://dx.doi.org/10.1016/S0040-1625(01)... ).

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E-mail: gp@dep.ufscar.br

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