BEATRICE-SME Project IST-2001-35054 TELEBALT Conference Vilnius, October 21-22 2002 1 Coordinator:...

BEATRICE-SME Project IST-2001-35054

TELEBALT ConferenceVilnius, October 21-22 2002

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IST-2001-35054

Best Enterprise practise using AdvancedTechnologies in Recycling Industries for

e-Commerce and E-business in Small andMedium-sized Enterprises

IST-2001-35054

Best Enterprise practise using AdvancedTechnologies in Recycling Industries for

e-Commerce and E-business in Small andMedium-sized Enterprises

Coordinator: PIAP - Cezary Lichodziejewski

Project funded by the European Community under IST programmein the 5th Framework Programme.

Accompanying Measures specific to Technology take up measures.

Key Action 2, Action Line: IST-2001-2.1.5



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Contents

• BEATRICE-SME Project overview• Best Enterprises Practise - BEP Methodology

overview• Expected results and some useful informations

• BEATRICE-SME Project overview• Best Enterprises Practise - BEP Methodology

overview• Expected results and some useful informations



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• Ten SMEs active in the recycling domain from five European countries have identified the common need: establish new, smart forms of collaboration and operation, and benefits of advanced IST solutions in order to achieve optimal balance between economical and ecological demands of the recycling chains.

• In the Project participate 14 institutions from five countries: Germany, Hungary, Ireland, Poland and the Netherlands as follows:– Four Scientific/Research Institutes, as Catalysts: 1. PIAP - Poland 2. ATB - Germany 3. CIMRU - Ireland 4. SZTAKI - Hungary

• Ten SMEs active in the recycling domain from five European countries have identified the common need: establish new, smart forms of collaboration and operation, and benefits of advanced IST solutions in order to achieve optimal balance between economical and ecological demands of the recycling chains.

• In the Project participate 14 institutions from five countries: Germany, Hungary, Ireland, Poland and the Netherlands as follows:– Four Scientific/Research Institutes, as Catalysts: 1. PIAP - Poland 2. ATB - Germany 3. CIMRU - Ireland 4. SZTAKI - Hungary

General Information



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– ten industrial SMEs, as Members: 3 - from Poland 2 - from Germany 1 - from the Netherlands 2 - from Ireland 2 - from Hungary

• Co-ordinator: Industrial Research Institute for Automation and Measurements - PIAP, Warsaw, Poland, which since 1993 has been involved in International Co-operation in Car Recycling Domain.

• The Project started 01.April 2002 and will last 18 months, it is up to the end of September 2003.

– ten industrial SMEs, as Members: 3 - from Poland 2 - from Germany 1 - from the Netherlands 2 - from Ireland 2 - from Hungary

• Co-ordinator: Industrial Research Institute for Automation and Measurements - PIAP, Warsaw, Poland, which since 1993 has been involved in International Co-operation in Car Recycling Domain.

• The Project started 01.April 2002 and will last 18 months, it is up to the end of September 2003.

General Information - continuation



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ProjectBEATRICE-SME

SME - Current status Final Results

Network ofRecycling Plants

Virtual Shop of spareparts and materials

ELVsDismantling

Stations

Otherutilisation

enterprises

New Organisationand ICT

Implementation

Planned General change of recycling enterprises



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• The overall objective of the project can be seen as an attempt to foster the introduction of innovative forms of co-operation, supported by advanced IST solutions, in an industrial sector which still has not used advantages of the modern IST solutions and new organisation forms.

• The application of the common Best Enterprise Practice (BEP) methodology, successfully applied in the scope of previous industrial and EC-funded projects, will enable both users and catalysts to exchange experience on the best new forms of collaboration. The methodology will also enable SMEs to increase their capability to initiate and realise, smart forms of co-operation with other partners in the long-term.

• The overall objective of the project can be seen as an attempt to foster the introduction of innovative forms of co-operation, supported by advanced IST solutions, in an industrial sector which still has not used advantages of the modern IST solutions and new organisation forms.

• The application of the common Best Enterprise Practice (BEP) methodology, successfully applied in the scope of previous industrial and EC-funded projects, will enable both users and catalysts to exchange experience on the best new forms of collaboration. The methodology will also enable SMEs to increase their capability to initiate and realise, smart forms of co-operation with other partners in the long-term.

Overall objectives



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The main common business objectives of the 10 SMEs in the consortium are: • To identify the appropriate forms of collaborative work leading to the

following benefits: Considerable increase in sales of dismantled parts and material, by

better co-ordination of selling and exchange of information on partsand material, of minimum 15% expected.

Decrease of logistics costs by better common organisation of at least 10%.

Better utilisation of the available capacity (to increase of minimum 15%) is expected.

Increase profitability of processes by at least 20% through improved process information exchange (e.g. via market driven dismantling processes).

The main common business objectives of the 10 SMEs in the consortium are: • To identify the appropriate forms of collaborative work leading to the

following benefits: Considerable increase in sales of dismantled parts and material, by

better co-ordination of selling and exchange of information on partsand material, of minimum 15% expected.

Decrease of logistics costs by better common organisation of at least 10%.

Better utilisation of the available capacity (to increase of minimum 15%) is expected.

Increase profitability of processes by at least 20% through improved process information exchange (e.g. via market driven dismantling processes).

Business Objectives



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To identify and eliminate bottlenecks in the current, traditional form of

organisation.

To improve their ability to create and exploit the opportunities of an

Internet worked economy.

For the 4 catalyst the business objectives are to further enhance the existing BEP methodology and a further exploitation of the

methodology on a commercial basis.

To identify and eliminate bottlenecks in the current, traditional form of

organisation.

To improve their ability to create and exploit the opportunities of an

Internet worked economy.

For the 4 catalyst the business objectives are to further enhance the existing BEP methodology and a further exploitation of the

methodology on a commercial basis.

Business Objectives- continuation



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To achieve the above listed business objectives the SMEs will have considerably improve their co-operation on selling of parts and material and organisation of logistics. The common technical objectives of the project are defined as follows:

• To investigate models for smart organisation and collaboration among the companies to suit the specific needs of the SMEs.

• To identify the optimal organisation of common selling and logistics among SMEs in the recycling area

• To make and to introduce into all to SMEs a multi language dictionary of used definition and names for the most important spare parts and materials recovered from dismantled/recycled products (cars). That is necessary for co-operations be sure that we all think about the same things (we understand the same).

To achieve the above listed business objectives the SMEs will have considerably improve their co-operation on selling of parts and material and organisation of logistics. The common technical objectives of the project are defined as follows:

• To investigate models for smart organisation and collaboration among the companies to suit the specific needs of the SMEs.

• To identify the optimal organisation of common selling and logistics among SMEs in the recycling area

• To make and to introduce into all to SMEs a multi language dictionary of used definition and names for the most important spare parts and materials recovered from dismantled/recycled products (cars). That is necessary for co-operations be sure that we all think about the same things (we understand the same).

Technical objectives



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• Project is organizationally based on the network scheme as presented in Fig. below • Project is organizationally based on the network scheme as presented in Fig. below

- SMEs closely co-operate among themselvess in BEP Methodology being all the time in care of catalyst. - Each Catalyst overtake responsibility to support one of the business Case which describe work for SMEs being in care of him.

BEATRICE-SME network scheme

PIAP

ATBCIMRU

SZTAKIPouladuff

STI

Optotelekom

Industrieplan

Brouwers

Bauer Meyer

Auto-Kasacja

MARPUTAMBIT

BEATRICE-SME

+

Organisation structure of the project



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aa

Reviewers

AdvisoryBoard

Co-ordinator/Manager

Catalyst Catalyst Catalyst

SME SME SME SME SME SME

CommissionProject Officer

Consultation,care of SMEswork, controlof level and

proper direction ofSMEs work

Evaluation andadvise of

current work

Co-operation withManager and

Reviewers, collectingreports and working

papers,decisions on

projectand cost statement

Opinion andcomments ofproject work

Communictionand technicalco-ordination,harmonization

Implemen-tation BEP,

ICT andarrangingnetworks

Management structure of the project



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• The BEATRICE-SME consortium made a thorough survey of the past and current projects dealing with technology to support new forms of strategic collaborations and other related domains

• Special attention given to project SMART-SME (ATB is a partner) which addresses the introduction of new forms of collaboration among SMEs in different sectors focusing on joint production planning and monitoring

• BEATRICE-SME will use the solutions developed within these projects as far as applicable for the specific needs of SMEs in the recycling domain.

Several current IST projects are dealing with technology to support new forms of strategic collaborations among companies: e.g. Smart organisation for small services ”SOSS”), Web-enabled Information Services for Engineering ”WISE”

Within the previous ESPRIT projects (e.g. PLENT, OPAL, PASO, BAT-CIME, MARVELOUS, MARVIN, LOGSME, VIRTUALQ, COWORK, CHAMAN, X-CITTIC, Co-OPERATE, QUETA)

• The BEATRICE-SME consortium made a thorough survey of the past and current projects dealing with technology to support new forms of strategic collaborations and other related domains

• Special attention given to project SMART-SME (ATB is a partner) which addresses the introduction of new forms of collaboration among SMEs in different sectors focusing on joint production planning and monitoring

• BEATRICE-SME will use the solutions developed within these projects as far as applicable for the specific needs of SMEs in the recycling domain.

Several current IST projects are dealing with technology to support new forms of strategic collaborations among companies: e.g. Smart organisation for small services ”SOSS”), Web-enabled Information Services for Engineering ”WISE”

Within the previous ESPRIT projects (e.g. PLENT, OPAL, PASO, BAT-CIME, MARVELOUS, MARVIN, LOGSME, VIRTUALQ, COWORK, CHAMAN, X-CITTIC, Co-OPERATE, QUETA)

Co-operation with other EU and national projects



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Starting point of the BEP-Methodology

• The business objectives are best known by the management of the company.

• Management and employees of the companies are well informed about most problems.

• The planning and installation of ICT supported business processes have to be driven by the employees to ensure a solution which will meet the needs of the company.

• Consultancy has to increase the competence for innovation of the employees across all levels of the company and all introduction phases (“Help for Self-Help”).

• The business objectives are best known by the management of the company.

• Management and employees of the companies are well informed about most problems.

• The planning and installation of ICT supported business processes have to be driven by the employees to ensure a solution which will meet the needs of the company.

• Consultancy has to increase the competence for innovation of the employees across all levels of the company and all introduction phases (“Help for Self-Help”).



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BEP ConceptStepwise realisation of ICT procurement by the strong involvement of staff and

the consideration of organisational aspects across all levels in the company.

The BEP “Coaching-Approach”:

Training of the methodical approach.

Support during the realisation of the method within the company.

Results achieved in the company will be verified.

Stepwise realisation of ICT procurement by the strong involvement of staff and the consideration of organisational aspects across all levels in the company.

The BEP “Coaching-Approach”:

Training of the methodical approach.

Support during the realisation of the method within the company.

Results achieved in the company will be verified.

T: TrainingR: RealisationV: Verification

T: TrainingR: RealisationV: Verification

Introduction Introduction

TR

V

Selection SelectionT R

V

Analysis Analysis

T RV

SeminarSeminar

TR

V



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BEP-Method: Supporting Companies in Business Improvement

Each phase is characterised by different aspects and goals.Each phase is characterised by different aspects and goals.

AnalysisAnalysis SelectionSelection Installation Installation

• Which strategical objectives have to be achieved?

• Which critical bottlenecks in the companies are avoiding the achievement of the co-operation business objectives?

• Which sub-processes have to be changed in the companies and how?

• Which activities should be supported by ICT systems?

• Which increases in performance could be achieved by improvement measures?

• How long is the “PAY BACK PERIOD” w.r.t. the required investments?

• How to design the concrete organisational changes of the sub-processes in the companies?

• Whom to involve in the planning and refining of organisational changes w.r.t. ICT support?

• How to realise the specification of an ICT system to support teamwork?

• How to compare the different systems/suppliers?

• What is the valid criteria for selecting the systems/suppliers?

• Which potential supplier is “the right one”?

• How to ensure an efficient realisation of the improvement measures?

• How to realise organisational changes?

• How to ensure an efficient ICT installation by the supplier?

• What are the milestones along the introduction planning?

• How to track schedule and costs?• Which testing procedures should

be applied?• Which training measures for

employees have to be initiated?• How to ensure the Quality of the

system implementation?



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BEP-Method: Analysis

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

1.1 Defined co-operationobjectives

1.3 Management InformationSystems

2.2 Transparency of the market

2.3 Quick reaction to marketdemands

2.4 Optimised customerorientation/ integration/ service

2.5 Information on Marketing andSales is accessible via IT

3.1 Optimal work load

3.6 Ensure efficient and costrelated information on production

3.9 Information on Productionand Logistics is accessible via IT

Weighting

Rule Level of Implementation

MechanismRelevant Mechanisms Relevant Mechanisms

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

1.1 Defined co-operationobjectives

2.3 Quick reaction to marketdemands

2.4 Optimised customerorientation/ integration/ service

2.5 Information on Marketing andSales is accessible via IT


3.6 Ensure efficient and costrelated information on production

3.9 Information on Productionand Logistics is accessible via IT

Weighting

Rule Level of Implementation

Mechanism45%

Critical Mechanisms Critical Mechanisms

Mechanism Rule Relevance Implementation

Mechanism Group 2 – Marketing and Sales

2.4 Optimised customerorientation/ integration/service

2.4.1 Mutual technical support of the customer 3 1

2.4.2 Clear specified and documented customerorder

3 1

2.4.3 Agreed and minimal delivery dates 3 1

2.4.4 Order status tracking 3 1

2.4.6 Efficient delivery 3 1

Critical Rules Critical Rules

Influencing

Mechanisms

Influenced

Mechanisms

1.1

Def

ined

co-

oper

atio

n ob

ject

ives

2.3

Qui

ck r

eact

ion

to m

arke

t de

man

ds

2.4

Opt

imis

ed c

usto

mer

orie

ntat

ion/

in

tegr

atio

n/ s

ervi

ce

2.5

Inf

orm

atio

n on

Mar

ketin

g an

d S

ales

is

acce

ssib

le v

ia I

T

3.1

Opt

imal

wor

k lo

ad

3.6

Ens

ure

effic

ient

and

cos

t re

late

d in

form

atio

n on

pro

duct

ion

3.9

Inf

orm

atio

n on

Pro

duct

ion

and

Logi

stic

s is

acc

essi

ble

via

IT

1.1 Defined co-operation objectives 2 2

2.3 Quick reaction to market demands 3 2 1

2.4 Optimised customer orientation/ integration/ service

3 3 3 3 3

2.5 Information on Marketing and Sales is accessible via IT

3.1 Optimal work load 3

3.6 Ensure efficient and cost related information on production

2 3

3.9 Information on Production and Logistics is accessible via IT

low: 1 medium: 2 high: 3Degree of Correlation:

Correlation between Mechanisms

Correlation between Mechanisms

Influencing Constraints

InfluencedMechanisms

Com

pany´

s S

ituatio

n

Com

pany´

s C

ultu

re

Cultu

re

Geogra

phy

Law

s/ U

nio

ns

Educa

tion/ Jo

b M

ark

et

Mark

et P

osi

tion

1.1 Defined co-operation objectives 2 3

2.3 Quick reaction to market demands 3 2 3

2.4 Optimised customer orientation/ integration/ service

3 3

2.5 Information on Marketing and Sales is accessible via IT

3 3


3.6 Ensure efficient and cost related information on production

3 2

3.9 Information on Production and Logistics is accessible via IT

3 3 2

low: 1 medium: 2 high: 3Degree of Correlation:

Correlation between Mechanisms and Social & Cultural Constraints

Correlation between Mechanisms and Social & Cultural Constraints

Mechanism 2.4 Optimised customer orientation/ integration/ service

To be competitive in this highly sophisticated market the implementation of the rule “Mutualtechnical support of the customer (R2.4.1)” is getting more and more important. As there arearising new forms of competition via Internet, the mutual contact to the customer gets veryimportant. Nearly 80% of the turnover of each co-operation partner is done with about 20% of thecustomers, therefore mutual technical support and active service to those important customerswill be one of the key arguments for future success in this very special market.

Within the co-operation, the rule “Clear specified and documented customer order (R2.4.2)”is not very well implemented. Negotiation of customer demands often requires too many iterationsteps between customers and partners.

Discussion of Critical Mechanisms and

Correlations

Discussion of Critical Mechanisms and

Correlations

Quick reaction on market demands and customer wishes

Optimal customer oriented services and sales to national and international markets

Minimising delivery time

Online information on product availability

Definition of Co-operation Objectives

Definition of Co-operation Objectives



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BEP-Method: Transition - Analysis Report to Implementation Concept

Determination of Objectives andAnalysis of Bottlenecks

BusinessObjectives

CriticalMechanisms

Redesign ofActivities (w.r.t. org & ICT)

FutureExecution of

Activities

ActualExecution of

Activities

Presented in theAnalysis Report

Presented in theImplementationConcept

Prioritisation ofactivities to beimproved

Key ProcessBottlenecks

Critical Sub-Processes Activities

PrioritisationCriteria

CriticalActivities

BEP ProcessModel

CriticalRules



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BEP-Method: Implementation Concept Elaboration of the ICT Concept Planning of Activities

WorkpackageBreakdown

and Description

ProjectBarchart

(schedule)

Definition ofMilestones

Rough Calculationof Costs and Efforts

Estimation ofCosts and Benefits

Determinationof the Pay-Back

Period

OperatingConcept

SoftwareConcept

HardwareConcept

Labour EffortEstimation

CostsCalculation

Estimation ofInvestments

Summaryof Costs

Estimationof Benefits

PerformanceIndicators

QuantitativeValues

BenefitAnalysis



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Expected results

Change the level of the organization, management and activities by using Information Technology (IT).

Find practical ways for close co-operation among SMEs within the recycling area in partner countries, by making their information systems compatible and by agreeing on common definitions of recovered parts, assemblies, materials and dangerous materials.

Strengthen the economic position of recycling SMEs.

Establish a pilot network between the project members, which could be extended into the recycling area in the EU later.

Realize a share of experience among SMEs in recycling technology.

Build up added European value.

Change the level of the organization, management and activities by using Information Technology (IT).

Find practical ways for close co-operation among SMEs within the recycling area in partner countries, by making their information systems compatible and by agreeing on common definitions of recovered parts, assemblies, materials and dangerous materials.

Strengthen the economic position of recycling SMEs.

Establish a pilot network between the project members, which could be extended into the recycling area in the EU later.

Realize a share of experience among SMEs in recycling technology.

Build up added European value.



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List of ParticipantsPartic.

No.Participant name Participant

short nameCountry Partic.

Role*

1 Industrial Research Institute for Automation andMeasurements

PIAP PL C

2 Institute for Applied System Technology Bremen ATB D P

3 Computer Integrated Manufacturing Research Unit CIMRU IRL P

4 Computer and Automation Institute of the Hun-garian Academy of Sciences

SZTAKI HU P

5 Stacja Demontażu Pojazdów - MARPUT AnnaPuton

Marput PL M

6 Auto-Kasacja Konsorcjum Auto-Kasacja PL M

7 Przesiębiorstwo Usługowo-Handlowe-Produkcyjne AMBIT Sp.z o. o.

Ambit PL M

8 Erwin Meyer GmbH & Co. KG Meyer D M

9 Richard Bauer Rohstoff-Großhandel GmbH &Co.

Bauer D M

10 Autoschade Peter Brouwers bv Brouwers NL M

11 Sterile Technologies Ireland Ltd. Sterile IRL M

12 Pouladuff Dismantlers Ltd. Pouladuff IRL M

13 OPTOTELEKOM 2021, Industrial and Com-mercial Services Ltd.

Optotelekom HU M

14 INDUSTRIEPLAN Ltd. Industrieplan HU M

Partic.No.

Participant name Participantshort name

Country Partic.Role*

1 Industrial Research Institute for Automation andMeasurements

PIAP PL C

2 Institute for Applied System Technology Bremen ATB D P

3 Computer Integrated Manufacturing Research Unit CIMRU IRL P

4 Computer and Automation Institute of the Hun-garian Academy of Sciences

SZTAKI HU P

5 Stacja Demontażu Pojazdów - MARPUT AnnaPuton

Marput PL M

6 Auto-Kasacja Konsorcjum Auto-Kasacja PL M

7 Przesiębiorstwo Usługowo-Handlowe-Produkcyjne AMBIT Sp.z o. o.

Ambit PL M

8 Erwin Meyer GmbH & Co. KG Meyer D M

9 Richard Bauer Rohstoff-Großhandel GmbH &Co.

Bauer D M

10 Autoschade Peter Brouwers bv Brouwers NL M

11 Sterile Technologies Ireland Ltd. Sterile IRL M

12 Pouladuff Dismantlers Ltd. Pouladuff IRL M

13 OPTOTELEKOM 2021, Industrial and Com-mercial Services Ltd.

Optotelekom HU M

14 INDUSTRIEPLAN Ltd. Industrieplan HU M



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Coordinator contact details

Project Manager:

Dr. Cezary Lichodziejewski, Assoc. Prof.

Przemysłowy Instytut Automatyki i Pomiarów - PIAP(Industrial Research Institute for Automation and Measurement – PIAP)

Al. Jerozolimskie 202

02-486 Warsaw, Poland

Tel.: + 48 22 863 8233

Fax: + 48 22 874 0204

e-mail: [email protected]

Project Manager:

Dr. Cezary Lichodziejewski, Assoc. Prof.

Przemysłowy Instytut Automatyki i Pomiarów - PIAP(Industrial Research Institute for Automation and Measurement – PIAP)

Al. Jerozolimskie 202

02-486 Warsaw, Poland

Tel.: + 48 22 863 8233

Fax: + 48 22 874 0204

e-mail: [email protected]

BEATRICE-SME Project IST-2001-35054 TELEBALT Conference Vilnius, October 21-22 2002 1 Coordinator:...

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