The flexible robotic cell scheduling problem

In recent years, some enterprise engineering researchers have outlined the theoretical case for enterprise knowledge management. It is claimed that with product life cycles shortening and technologies becoming increasingly imitable, enterprise knowledge emerges as a major source of competitive advantage by its inimitability and immobility. Enterprise engineering is an approach for easy-to-understand definitions of the enterprise’s business entities and relationships; processes and planning; organizational structure; (d) market details and products/services; (e) and high-level planning and preferences. The artificial intelligence and enterprise modeling communities have developed important enterprise models and/or ontologies, including the Toronto Virtual Enterprise (TOVE), the Open Information Model (OIM), Computer Integrated Manufacturing Open System Architecture (CIMOSA), IDEON, Business Process Modelling Language (BPML), and Collaborative Network Organisation (CNO). Meanwhile, the global market encourages organizations to have a clear understanding of their area of expertise to maintain a competitive advantage. In addition to the enterprise model, it is important to capture and manage the knowledge and skills of enterprises’ internal competencies. Some professionals and researchers refer to these areas of organizational expertise as competency. Enterprise Competency is a crucial factor in business scenarios, in that it provides a more nuanced description of an enterprise’s or individual’s profile. Such a profile demonstrates the knowledge, skills, experience, and attributes necessary to effectively implement a defined function That competency is an essential component of enterprise engineering, acting as a new means to consider knowledge capitalization, associated with a new vision of performance, as well as new forms of ontology. First, the understanding and auditing of competencies acquired, required, and desired by a company, and second, representing them in a structured manner, are beneficial steps for enhancing the company’s performance.
We believe that the first step in successfully identifying and exploiting an enterprise’s core-competencies is creating a universal model for the competency, capability end organizational resources. Capability is referred to as; enterprise’s ability to exploit its resources. For better exploitation of the resources, information about activates which are realizable at the resource and the knowledge about how these resources and processes can work together are useful and essential issues. Minimizing risk and acquiring sufficient enterprise information while reducing costs and time-to-market are the main plans leading to the storage, management, and maintenance of organizational competencies. A competency model is a knowledge model that describes the skills and abilities of a particular organization. Organizations need a comprehensive competency model for the successful management of internal resources/activities and corresponding to their inter-related activities. For an organization to participate in Virtual Organization Breeding Environment (VBE) activities, prior submission of the competency model is necessary. On the other hand, competency models are an essential tool for improving organizational core competency. In small and medium-sized enterprises, the competency models can be developed from oral information while, in a more complex organization, the collection and modeling of competency by a human actor is not any more effective. In such cases, computer-based mechanisms are required. Available literature reviewed emphasizes the competency model as a paradigm that depends on modeling purpose that varies from one model to another. Furthermore, collection, analysis, and management of competencies for modeling purposes are complex tasks involving many aspects of the manufacturing and business environment. Despite the plausibility of these arguments, however, relatively few studies have provided empirical insights into how companies identify, represent, and manage ‘enterprise competency’ through the interplay between organizational context and information technology. Indeed, much of the existing literature is concerned with an ontological debate about the conceptual nature of competency and therefore tends to promote particular approaches as panaceas. More specifically, with the development of the field of ‘competency management,’ there has been a massive outpouring of articles dealing with these issues from a prescriptive standpoint. Their relatively weak empirical base notwithstanding, many of these contributions confidently define enterprise competency as a kind of economic asset or commodity, or as a purely cognitive phenomenon. These theoretical arguments are difficult to relate to the experience of business organizations. We also know comparatively little about the actual organizational processes through which enterprise competency is valorized in competitive outcomes.
In an attempt to shed some light on the above-mentioned issues, the main objective of this project is to examine the dynamics of successful competency modeling practices and to consider the extent to which such practices can be generalized and adapted by others. Therefore, the overall effect of this theoretical approach is to bridge a gap between the abstract concepts that we employ to understand enterprise competency and the practical, context-dependent realities facing business organizations. The main aims of this research thesis are: (a) understand capability and competency concepts (b) introduce an approach to store, manage, represent, and maintenance capability and competency of an organization at different levels of abstraction (c) suggest some criteria for using competency as an ontology for organization integration.