Management of Business Processes in Short-Run Production

Abstract

Today, management of business performance is fundamental to enterprises. Enterprises are complex entities; effective management of all their subdivisions is required. Besides making the best decisions, managers must coordinate and synchronize their implementation. Management of business processes implies oversight of the planning, interaction, and work of all the subdivisions in the enterprise over a relatively long period. Today, process management largely determines the competiveness of an enterprise, its profitability, its capacity for timely and flexible responses to changes in consumer demand, and its viability in an unstable market. If it is to be effective, process management must encompass the entire sequence of steps aimed at satisfying consumer demand, such as marketing, design, preproduction, procurement, production, and commercial sale of the product. To harmonize and synchronize these steps entails taking account of numerous internal and external factors, some of which are stochastic. A valuable tool here is the digital twin of production, a mathematical model of the chain of manufacturing processes. Its effective use depends on a system of project and operations management at the enterprise. Within such a system, business processes are clear and observable; the enterprise may respond flexibly to changes in external and internal production factors; and the production processes may be monitored by means of real-time information regarding the distribution, duration, and composition of specific tasks and the individuals responsible for their completion.