Bpm 4 automobile

© Copyright IBM Corp. 2008. All rights reserved.
Business Process Management for
Automotive End of Life Processes
Jim McGarrahan
Martin J. Harris

2 Business Process Management for Automotive End of Life Processes
Introduction
Automotive manufacturers in Europe are facing major changes to several processes. These
processes include their new product introduction, manufacturing, and service after sales
processes. The changes come in the wake of the European Union (EU) Directive 2000/53/EC
on end of life vehicles (ELV) and Directive 2002/95/EC on the restriction of the use of
hazardous substances (RoHS) in electrical and electronic equipment. Failure to reach
regulation targets will cost each original equipment manufacturer (OEM) approximately
1 billion euros annually.
For details about the directives, see the following references:
EU Directive 2000/53/EC
http://eur-lex.europa.eu/LexUriServ/site/en/consleg/2000/L/
02000L0053-20050701-en.pdf
EU Directive 2002/95/EC
http://eur-lex.europa.eu/LexUriServ/LexUriServ.do?uri=CELEX:32002L0095:EN:HTML
As the automotive industry continues to expand, the need for cost-efficient responses to
regulation that strives for process efficiency grows increasingly important. According to IBM®
research, the automotive industry shows the following trends:
The global automotive industry continues to grow at 2.6% per year.
In the next four years, the number of vehicles produced in the industry is expected to
increase from 60 million to 70 million due to expansion in the global marketplace.
The automotive industry accounts for 15% of the world’s gross domestic profit with a
US$31 billion aftermarket industry growing 6% annually and new product introductions up
by 34% since 2004.
Thus as the automotive industry grows and adheres to new government regulations, it
demands robust, flexible solutions that provide insight into business processes in order to
remain competitive and profitable.
This paper illustrates how automotive manufacturers can use Product Lifecycle Management
(PLM) and business process management (BPM), including business activity monitoring
(BAM) methodologies and technologies, to develop and deploy optimized solutions. Such
solutions will help address the carbon impact of the post-sales management of hazardous
vehicle materials and recycling of the vehicle materials upon end of life.
This paper unites existing methods and technologies including process operational status,
event correlation, aggregation, and predictive analysis. It explores future technologies that
create a vision for addressing ELV environment challenges. It also outlines some of the
dynamics that drive change in the automotive industry and discusses ELV environmental
challenges that are facing the industry. PLM, BPM, and BAM are introduced along with the
key technologies that are used by those disciplines and how they all come together in a PLM
implementation. This paper then applies the methods and technologies to a case study about
auditing the configuration of every vehicle that contains these hazardous materials and
monitoring and reporting the effectiveness of recycling efforts.

Business Process Management for Automotive End of Life Processes 3
Changing dynamics in the automotive industry
Marketplace growth, outsourcing product development activities, customer demands for
improved reliability, human-vehicle interaction software, and competition are changing the
dynamics in the automotive industry. The changes are brought on by the following driving
forces (according to IBM research into the automotive industry):
Marketplace growth
In the next four years, the number of vehicles produced in the automotive industry is
expected to increase from 60 million to 70 million due to expansion in the global
marketplace. The automotive industry accounts for 15% of the world’s gross domestic
profit with a $31 billion aftermarket industry growing 6% annually and new product
introductions up by 34% since 2004.
Outsourcing
Automotive product development activities are increasingly outsourced from OEMs, for
example, automotive vehicle production and delivery companies such as Ford, Toyota,
and Honda. By 2015, the prediction is that more than 75% of the value created in the
industry will be driven by suppliers.
Technology
Customer demands for improved reliability and vehicles that use technology to improve
the human-vehicle interaction are driving increased electronic and software content to
account for 40% of the value of the vehicle by 2010. One focus in this area is on
information technology, which includes the following topics:
– Communication technologies
Wireless, vehicle-to-vehicle and vehicle-to-base station, driver notification systems,
telecommuting, and communications-assisted travel
– Software
Software safety and reliability for safety critical and high reliability systems
– Embedded systems
Onboard intelligence, vehicle systems integration, improved hardware-software
synthesis, fault-tolerant, and fail-safe systems
– Information systems
Driver assistance systems, data security, confidentiality and privacy, economics of
transportation-based systems, transportation management systems, and integrating
humans into diverse sensor, communications, control, and information systems
– Biotechnology
Highly efficient diesel engines and optimized gasoline engines, new fuels from ethanol,
biodiesel and hydrogen, and new power train technologies that use advances in hybrid
and fuel cell applications
Competition
The automotive marketplace has become incredibly competitive. For example, for the
OEMs to meet price, quality, and innovation challenges, they must continuously improve
their end-to-end processes and ensure quality and integrity of data used at every point in
the life cycle. OEMs are careful to leverage emerging marketplaces, especially in China
and India, while maintaining customer satisfaction in traditional marketplaces.

Vehicle ELV-related environmental pressures on the industry
Another major dynamic in the automotive industry is how environmental and legislative
requirements are changing the way in which the industry is managing vehicles to end of life.
In investigating the automotive OEMs’ core impact on the environment, two key areas are
considered: carbon impact and vehicle end of life processes.
First, there is the operational execution of the OEM. That is how much energy the company
uses to run its factories, offices, logistics efforts, and so on. Many organizations are looking at
using carbon dashboards to monitor energy usage and efficiency of the supply chain,
including the adoption of Lean Six Sigma methods and approaches. Second, there is the
development, production, use, and disposal of hazardous materials and chemicals. This
paper focuses on the latter, which includes recyclability and reduction of automotive waste, as
the green challenge that is being explored.
It is estimated each year that ELVs generate between 8 and 9 million tons of waste in the
community (from the EU and non-EU OEMs) that must be effectively managed. Some
analysts suggest European OEMs will be responsible for recycling 200 million vehicles. In
1997, the European Commission adopted a proposal for a directive that targets making
vehicle dismantling and recycling more environmentally friendly. It sets clear quantified
targets for reuse, recycling and recovery of vehicles and for their components and forces
producers to manufacture new vehicles to enable efficient recyclability. In European Union
Directive 2000/53/EC, the EU set the following target dates for implementation:
By 2002, certificate of destruction
By 2003, ban on heavy metals
By 2006, re-use and recovery of 85% of vehicles by weight
By 2007, recovery free of charge for last owner
By 2015, reuse and recovery of 95% of vehicles by weight
For more details about EU Directive 2000/53/EC, refer to the following Web address:
http://eur-lex.europa.eu/LexUriServ/site/en/consleg/2000/L/
02000L0053-20050701-en.pdf
All automotive OEMs are publicizing their adoption of environmentally friendly methods,
materials and processes to the extent that the environmental report of an OEM is often larger
than its financial report. Most companies are significantly investing in programs, ranging from
the operational efficiency of their own and suppliers’ factories to investigating, through
advanced research and development, how materials and fluids are most effectively
processed. In addition, automakers must use as much recycled material as possible.
Generally recycling centers are optimistic that the 2015 target for recovery is achievable,
although currently the processes and approach to monitoring the achievement of this target
are disconnected.
The OEMs firmly perceive that their responsibility for managing the ELV is when it arrives at a
contracted dismantler. However, general concern exists over the reconciliation of OEM and
dismantler processes and reporting. OEMs are developing recycling tools and procedures.
Most include environment and recycling engineering representation in their integrated teams.
OEMs are working extensively on materials production specifications to ensure compliance
with company and legislative requirements and are mandating their use throughout the
value chain.

Figure 1 illustrates an overview of the design, development, delivery, disposal, and recovery
cycle of automotive components, assemblies, and systems.
Figure 1 Design, development, delivery, disposal, and recovery cycle of automotive components,
assemblies, and systems
Introduction to PLM, BPM, and BAM
This section introduces PLM and BPM with a focus on BAM, as a basis for looking at their
associated technologies and application to our case study.
Product Lifecycle Management
PLM is a set of capabilities that enable an enterprise to effectively and efficiently innovate and
manage its products and related services throughout the entire business life cycle, from
conception through recycling or disposal.
To position PLM in the context of other parts of the business, consider the organization as
being constructed from business controls such as customer relationship management (CRM),
enterprise resource management (ERM), procurement, and value chain management (VCM).
PLM is sub-divided into six further domains: sales and marketing, research and development,
concept design, detail design, manufacture and assembly, and service after sales.
PLM enables innovation through business and technology integration by bringing people and
processes together, both internally and throughout the value chain. Turning innovative ideas
into market-leading products requires flexible business processes that are supported by
integrated PLM solutions, all built on a strong technology foundation.
PLM brings together a vision of open enterprise integration platforms with design, data
management, enterprise resource planning (ERP), supply chain management (SCM),
Today
65% raw material for reuse
10% service parts for vehicles in use
25% landfill
Market and Maintain
End of Life
Produce
Concept Design Manufacture
Supply
Resale
ServiceDispose Collect
Landfill
Dismantle
Recycle

customer management, manufacturing, and existing applications. PLM thus promotes
flexibility to execute the dynamic processes that are needed to run a complex enterprise
such as those seen in the automotive business. The requirement for openness is intensified
by the need to operate as a globally integrated enterprise, which is typical within the
automotive industry.
PLM solutions maximize customer value by enabling technology collaboration and integration
across the value chain based on industry standards. IBM proactively supports PLM standards
for the computing environment and uses technology such as J2EE™, Uniform Modeling
Language (UML), Business Process Execution Language (BPEL), Web Services Description
Language (WSDL), and the openness of Linux® and Open Source. In addition, IBM is a
founding member of PDES Inc.,1
which is an industrial consortium dedicated to the
development and deployment of ISO standards for product data exchange (STEP).2
IBM is
actively involved in other standards organizations such as OASIS.3
IBM plays a leading role in
the PLM-specific open standards of STEP and Geometrical Dimensioning and Tolerancing
(GD&T). PLM solutions can also use service-oriented architecture (SOA).
A good source for more information about PLM and SOA is Volker Klare’s paper Building an
Adaptive PLM Environment Based on SOA, which is available at the following Web address:
https://cpd-associates.com/download/index.cfm?download=Newsletter907I&company=
Ultimately, PLM enables the creation and management of intellectual capital, not only during
the product design stages, but from idea creation through end of life. It enhances companies’
development processes and their ability to use product information to make the best overall
choices in selecting which product to make and how to make it.
Business process management
At the heart of every business and PLM is a complicated web of processes that form the
foundation for all operations. These business processes are the lifeblood of the organization
and typically include all humans and systems that exist within the enterprise. Since they play
such a central role, business processes must be efficient to make the business as effective as
possible. As a result, finding ways to automate and improve business processes has become
a major focus for today’s organizations as they struggle to find ways to become more agile
and responsive to changing business climates.
An entire discipline, BPM has grown out of the desire to improve existing business processes
and build new processes and services that will differentiate a business from its competitors.
BPM software suites aim to provide enterprises with a common platform that can tap into all
resources, both human and system based, to create, manage, and optimize effective
business processes that span the enterprise.
BPM includes the following capabilities:
Modeling and simulation enables visualization, comprehension, documentation, and
analysis of business processes. IBM WebSphere® Business Modeler provides advanced
process modelling and simulation capabilities.
Human interaction and collaboration enables the sharing of process model designs with
other stakeholders and subject matter experts for review, comment and feedback. IBM
WebSphere Business Modeler Publishing Server provides these human interaction and
collaboration capabilities.
1 http://pdesinc.aticorp.org/
2
STEP Application Handbook ISO 10303 Version 3, June 30, 2006, is available at the following address:
http://pdesinc.aticorp.org/downloadable_files/STEPapplicationhandbook63006BF.pdf
3 http://www.oasis-open.org/home/index.php

Business Process Automation enables the implementation, deployment and governance of
dynamic business processes. IBM WebSphere Process Server and IBM Business
Services Fabric enable dynamic business process automation.
Monitoring, analyzing, and acting enables monitoring of business processes in real time
for visibility and insight into process performance and operational metrics to support
continuous process improvement. IBM WebSphere Business Monitor brings these
capabilities to market.
For more details about BPM enabled by SOA at IBM, refer to the following Web address:
http://www.ibm.com/software/info/bpmsoa/
Business activity monitoring
Business activity monitoring refers to the aggregation, analysis, and presentation of real-time,
role-based information. It includes tracking performance, processes, and operational activity
by using key performance indicators (KPIs) that are visualized on business dashboards.
When working in conjunction with BPM, BAM also facilitates taking action, either by a
business user or automated means, to proactively address current and potential issues that
impact the business. As a result, business users can address problem areas quickly and
reposition organizations to take full advantage of emerging opportunities. BAM and BPM
position organizations to use marketplace or competitive changes almost instantaneously,
without the lag time that can hinder companies in this global marketplace.4
The following key technologies are used in a BAM solution:
Flexible data acquisition to make information available via events for monitoring
Monitor models, which contain information about the BPM aspects of an entity to be
monitored
Web 2.0 business dashboards for business users to gain insight into the processes or
information sources that are being monitored
Adopting BPM and BAM with PLM
The adoption of BPM initially provides organizations with a solid understanding of the
efficiency and effectiveness of their business processes. It offers the ability to create and
restructure process-driven applications and integrations. It also offers the means to tightly
integrate the organization and value chain, but with the flexibility to rapidly change and adapt
as circumstances require.
One simple aspect to consider is that PLM users often need to combine information stored
within PLM applications with information stored in other enterprise applications. By using
BPM enabled by the Smart SOA™ approach, users can access all product data, regardless of
its location, through single sign-on (SSO), accurately and quickly. Perhaps most importantly,
the adoption of BPM does not mean replacing existing PLM implementations.
The BPM approach is based on optimizing existing capabilities and creating new functionality,
enabled by the services-oriented approach, to deliver dynamic processes and improved
business automation and data quality. Success in BPM projects is maximized by using the
expertise of experienced practitioners to deliver and fulfill the promise of BPM.
4
Bill Gassman, “MarketScope for Business Activity Monitoring Platforms” Gartner Research, August 16, 2006:
http://www.bammatrix.com/images/pdfs/Systarmarketscope_act_142011.pdf

BPM can be approached in many ways. In developing BPM content for PLM, organizations
can start from any number of places depending on their type of project. Users can realize
incremental benefits with their deployment of BPM or build out strategic BPM solutions.
BAM can be leveraged with BPM and PLM to enable real-time insight into end-to-end
processes and mitigating and corrective action to be applied to key parts of the product life
cycle. Also, actual business performance information can be used to optimize PLM
processes.
In summary, PLM encompasses the management of all data and documentation relating to
the idea creation, design, development, manufacture, production, delivery, and disposal of the
vehicle. PLM can use BPM, enabled by the Smart SOA approach, for promoting integration
and collaboration across the business and value chain, and BAM, which enables real-time
insight, proactive corrective action, and process optimization.
For more details about the Smart SOA approach, refer to the following Web page:
http://www.ibm.com/software/solutions/soa/
Addressing environmental pressures on the automotive OEM
PLM is the core capability that manages the environmental footprint of the vehicle with
processes such as materials management, product configuration management, release to
manufacture, and change control. PLM defines what is delivered to the customer and
ultimately manages it through the point of disposal.
Configuration management is the process by which the unique serialized and standard parts
that are fitted on every vehicle are captured. The requirement is to track the configuration of
the vehicle from “cradle to grave.” This tracking includes the following stages:
As-designed
As-manufactured
As-driven
As-maintained
As-disposed
The transition of configuration states is often captured on different applications. Through the
application of BPM and SOA technologies, it becomes a secure and fully automated
integration activity.
Every part on the vehicle is defined by a part number, description, and quantity used. To ease
the tracking of the parts fitted to a vehicle from the time of manufacture to the point of
recycling, many components are fitted with either a barcode or a radio frequency identification
(RFID) tag. By using these approaches, in conjunction with integration between various
lifecycle management applications, the value chain realizes process automation through step
driven processes. This automation allows instantaneous identification and validation of the
as-maintained configuration of the vehicle. Ultimately, all typical work tasks can be driven
through process automation. Consider the following example:
1. A fitter logs on to a mobile device, in this case using a ruggedized PDA, at the start of the
day and identifies prioritized work tasks.
2. Through integration of the processes and lifecycle management applications, the fitter
retrieves all task supporting documentation.
3. The fitter captures the current configuration of the vehicle and sees any variance between
the as-driven and as-maintained views.

4. The fitter identifies which parts need replacing, and by using a RFID or barcode, scans the
part number for removal, which results in the updating of current vehicle configuration.
5. The fitter replaces the part and updates the as-maintained configuration.
6. The fitter reviews the information for the disposal procedure of the removed part (identified
by its recyclability or nature of hazardous content) and report status of recycling or
disposal into the ELV system.
BPM and BAM technologies can be applied to the PLM techniques just described. A number
of business procedures are involved in the PLM for the automotive OEM. A first step in the
path of applying BPM principles to addressing the environmental pressures on the automotive
OEM is to assess the current state of the business processes. IBM WebSphere Business
Modeler can be used to document and model these processes both from a business and
implementation perspective. Standard process constructs that use Business Process
Modeling Notation (BPMN) formats are used to capture the existing process logic and share
the current state with others.
Future state process models may be built, with collaboration from business stakeholders, to
identify process optimizations. The future state view can be derived from open standard
Process Classification Frameworks (PCFs). Although this approach is not meant to be a quick
solution, these PCFs are a great starting point for process improvement.
For more information about PCFs, refer to the APQC Web site at the following address:
http://www.apqc.org/portal/apqc/site
Process modeling can employ sophisticated simulation capabilities that allow technical
business analysts to understand and apply what if scenarios to a simulated running process.
This enables cost and efficiency of the processes to be understood and modified.
Technical implementation models can be built by using WebSphere Business Modeler. They
can then be used to drive implementation of the processes by using workflow and process
engine software, including incorporation of automated and human work services. Process
implementation can be completed by using IBM WebSphere Integration Developer. The
implemented processes can be deployed to workflow or process engine run times that
provide a secure and robust implementation infrastructure, such as WebSphere Process
Server. These techniques apply to both the realization of incremental gains from BPM and the
building out of new processes and implementations.
While processes are executing, WebSphere Business Monitor can be used to allow business
executives, process owners, and process operations personnel to achieve insight into a
real-time process operational state. These personnel can also proactively address issues and
anomalous situations, rather than wait until historical reports are generated. WebSphere
Business Monitor can also be used in the optimization of the business processes. For example,
if a recycling problem appears for a certain type of automotive material, manufacturing and
recycle procedures for that material can be studied and potentially improved.
Benefits and use case of combining PLM, BPM, and BAM
The following scenario is an example of how the combination of BPM, BAM, and PLM can
address environmental pressures on automotive OEMs.

Scenario overview
The ELV Creation and Destruction process is not a single specific process, but the collation of
elements from many processes that are highly simplified. This process has the following
objectives:
Ensure that environmentally friendly materials are used in vehicle development.
Ensure that, at disposal, the materials are appropriately dismantled.
Ensure that the component parts and materials are reused and disposed of most
effectively.
In addition, this scenario directs OEMs and suppliers to report back to the legislative
authorities their achievement of environmental targets. If they are not compliant, they are
fined appropriately.
Five roles are involved with this use case:
Supplier
Organizations within the value chain who provide products or services in support of the
development, delivery, manufacture, production, and after sales support of the vehicle.
Suppliers typically have relationships with the following entities:
– OEMs to whom they provide design intent, materials and parts
– Recyclers from whom they may get parts to repair, rebuild and re-issue
– Legislative bodies to whom they must give an account of their achievement of
environmental targets
Customer
The user of the vehicle who may or may not be the original purchaser. The customer
requires vehicle availability. Therefore, they interface with the OEM (or representatives in
the form of local dealers) or third parties for service. Ultimately the customer is likely to
dispose of the vehicle either naturally at the end of the vehicle’s life (about 10 years) or
prematurely for unnatural reasons such as accident, flood, fire, or vandalism.
OEM
The organization with ultimate responsibility for development and delivery of the vehicle
and providing proof of compliance to environmental legislation. The OEM maintains
relationships with all participants with the following parties:
– Suppliers to ensure timely delivery of components
– Customer to ensure that the vehicle delivered to market is appropriate for requirements
and to help the customer with their purchasing decision
– Recycler to ensure full traceability in the configuration of the vehicle from manufacture
to disposal and for feedback on recycling and reuse volumes
– Legislative bodies to report against environmental targets
Recycler
Responsible for the receipt of vehicles that are ready for disposal and for dismantling them
into component parts, assemblies, or systems that are ready for recycling or disposal.
Note: The reference metrics, KPIs, KPI ranges, and target values that are used are
illustrative in nature and are not meant to reflect actual true targets for the industry.

Legislative bodies
Organizations empowered to fine OEMs and suppliers if compliance threshold levels
are not met or demonstrated. Have relationships with OEMs and suppliers to receive,
review and act accordingly in line with the reported level of attainment versus
environmental targets.
Use case details
The preconditions for this scenario include a set of known and agreed to key performance
indicators between the participants that can be set, monitored, and reported upon with
minimal effort. In addition, participants must have the ability to track and trace all hazardous
or environmentally impacting materials or components on the vehicle.
The lifecycle management applications and processes should be integrated and monitored
for continuous improvement. Typically, this is a process that runs from a few days to up to two
or three decades if the vehicle is appropriately maintained, although a 10-year life cycle is
expected more typically.
The processes and applications must adapt to and adopt the evolving tools and techniques.
The participants must put plans in place to ensure that data consistency and integrity are
maintained through the life of the vehicle. This scenario is considered a success if the
environmental targets (which are likely to change through time) are achieved by the OEM,
and the legislative bodies do not impose fines as a result of failing to meet or demonstrating
compliance.
To support the management and demonstration of compliance, the OEM creates business
measures within the processes that can be monitored and that can send alerts to
appropriate roles within the organization if thresholds are breached. These business
measures require monitoring of every vehicle in service, although the reality is that user
insight is likely to be aggregated at region, country, batch, or a combination of these three
criteria. To enable this monitoring, every vehicle configuration is activated as soon as it is
released for sales. As such, the vehicle date in service, the as-delivered bill of materials, and
vehicle identification number are the three key parameters against which the environmental
business measures are associated.
The following real processes are some of those that feed into the ELV Creation and
Destruction process:
Product assembly
Receive vehicle
Maintain vehicle and update configuration
Recycle and dispose

Case study
The application of technologies is illustrated by using the following case study.
Process modeling, simulation and deployment
By using WebSphere Business Modeler, the ELV Creation and Destruction process has been
documented as a representative summary of the use case, as shown in Figure 2. The actual
execution processes that are deployed to process and workflow run times can also be
modeled and simulated. IBM WebSphere Business Modeler Publishing Server can be used to
allow business user collaboration on the process models by managing review cycles for the
processes. An option for process deployment is WebSphere Process Server. IT personnel
can use WebSphere Integration Developer to complete the implementation processes and
applications for deployment to WebSphere Process Server.
Because actual process information is tracked with WebSphere Business Monitor, the
information can feed back into the WebSphere Business Modeler and be used for continuous
process improvement.
Figure 2 Partial ELV Creation and Destruction process

Figure 3 describes a high level system level architecture. The high level ELV Creation and
Destruction process encompasses portions of many of the underlying applications and
processes.
Figure 3 System architecture
Business activity monitoring
WebSphere Business Monitor uses information that is supplied at run time from the deployed
processes and applications that underpin the high level ELV Creation and Destruction
process. IT personnel define instance metrics for the monitored process, events, KPIs,
real-time situations to be triggered, and dimensional structure to support historical analysis.
WebSphere Business Modeler can optionally be used to define some of this information, thus
enabling management of the monitoring requirements at the business level.
Process instances are represented by an individual vehicle that traverses the vehicle life
cycle, from manufacture to dealer and customer delivery, to delivery to the recycler and
dismantle or recycle. At the process instance level, the following metrics are tracked:
Vehicle Identification Number (VIN), the key for the process instance
Date that each lifecycle stage occurs
Dealer ID
Country code where the vehicle is registered
Recycler ID
Quantity information for each tracked material contained in the vehicle
Materials are likely to be categorized by type. In this scenario for simplicity, the defined
categories are plastics, carpet, and glass. By using information provided at each lifecycle
stage, the amount of each material that is lost, recycled, or thrown away throughout the
process is captured and tracked. Thus recycle effectiveness against defined targets can be
shown. For this scenario, we assume that the manufacturing and recycle processes can
report to the solution information about the weight/volume of each material of interest in the
Application Systems
Windows
Mobile Client
Web 2.0
client
PC Client
Requirements
Management
Servers StorageSoftware
Supply Chain
Management
Product Data
Management
Logistics
Enterprise
Resource
Planning
Customer
Relationship
Management
Maintenance
Repair and
Overhaul
Enterprise Service Bus
Application Server
Core
Services
Artifact
Management
Services
Domain
Specific
Services
Web 2.0 Dashboards
Monitor
tooling
Modeler
tooling

vehicle, as well as other information needed for tracking including the VIN, date, dealer ID,
and recycler ID.
The information about the as-manufactured vehicle material quantities is likely obtained from
a static database, rather than carried with each vehicle instance. The source information is
obtained from the manufacturer and loaded into the static database. WebSphere Business
Monitor can access this information in real time when calculating process metrics and KPIs.
Both this static information and data collected from various applications at points in the
process can participate in the BAM solution.
KPIs are derived from process instance metrics and from other KPIs. The participating roles
need insight into the following KPIs, among others:
Average years of service for vehicles broken down by vehicle make, model, and country
Current effectiveness of recycling efforts for each material category broken down by
recycler
Recycling effectiveness for each recycler
For purposes of this scenario, the following KPIs are used:
Average dismantle or recycle duration
Total average percentage of vehicle materials recycled, which is broken down by the
following categories:
– Carpet
– Plastics
– Glass
Total vehicles in service
Vehicles in service in France, Germany, and Sweden
In addition, there are many situations where participants might want real-time alerts. This
scenario uses a situation that consists of triggering an alert when the average recycling
percentage for plastics category for this month drops below 10% of the target of 65%.

Business dashboards
Typically each role identified in the scenario description has its own set of business
dashboards that address their needs for insight into the process. Figure 4 gives insight into
the effectiveness of recycling efforts. It also provides details about situations and specific
recycle instances that may need to be investigated (depicted by using WebSphere
Business Monitor).
Figure 4 Recycle effectiveness
The top left pane (in Figure 4) shows the average recycle duration in days and the average
percentage of the vehicles recycled. In this case, averages are shown for the current month.
This KPI can be configured to show different time ranges and rolling time ranges. The target
recycle duration in this scenario is seven days, and the target percentage for vehicle materials
recycled is 85%. In this illustration, the current Average Recycle Duration is in the good range,
and the Vehicle recycle percent is in the poor range.
The top right pane breaks down the average recycle percentages for different types of
materials. For this illustration, averages are for the current month. The Plastics Recycle
percent is below the target of 65%.
The Alerts pane (bottom portion of Figure 4) displays alerts of interest. In this case, there is
an alert for the plastics category recycle percentage being more than 10% below the target
threshold. The Process Instances pane displays individual vehicle lifecycle instances of
interest. Since there is a huge volume of vehicle instances, this view is filtered to only show
instances of special concern for the user. For example, anomalous instances for the region
managed by this user for today are shown, or instances are shown that are related to certain
recyclers that the user is responsible for tracking.

Figure 5 shows information about total vehicles in service and vehicles in service by selected
regions. The values are an illustrative representation and may not reflect the actual numbers.
Figure 5 Vehicles in service summary
Figure 6 on page 17 shows how different recyclers are faring with respect to vehicle recycle
effectiveness, across all material types. Each material type value can be further navigated to
see recycler effectiveness for each type of material. In this case, the business user might
want to assess recycler 120PLU7’s procedures. However, all recyclers are below target.
Therefore, there might be general issues to explore that are impacting recycle effectiveness.
Vehicles in service: 22,431,743
915,275
1,225,103
845,653

Figure 6 View for business user responsible for tracking a set of recyclers to assess recycle effectiveness by recycler ID
Feedback of actual process data into the modeling
The business operations insight in this scenario illustrates a number of factors that can feed
back into the process definitions and be used to help achieve continuous process
improvement. For example, the plastics category is not achieving its target for recycling.
Therefore, the business may want to explore whether adjustments need to be made in the
manufacturing process to enable better recycling rates and work with the recyclers who have
the most trouble with plastics to see if processes can be improved.
WebSphere Business Monitor real-time data can be taken and brought directly into
WebSphere Business Modeler and used in model simulations, to facilitate process
understanding and improvement.
Conclusion
This paper illustrated the benefits that PLM and BPM, which includes BAM methods and
technologies, offer to address the environmental challenges involved in the automotive
industry ELV processes that automotive OEMs, both in Europe and worldwide, face as a
result of EU directives.
As discussed by illustrating the vehicle creation and destruction process, the use of business
process modeling, PLM processes and infrastructure, and BAM allows OEMs and other
process stakeholders to implement processes and track key factors. An example includes the
modeling of vehicle creation and destruction processes, the aggregation of data from several
applications involved in the processes, the calculation of various process metrics and key
performance indicators, and the tracking of these processes by using business dashboards to
highlight the effectiveness of vehicle recycling efforts.
When these methods and technologies are applied, they can lead to improved OEM
legislative compliance, improved reporting to legislative bodies, opportunity and insight for
continuous process improvement, and better communication across OEMs and suppliers.
Ultimately, these methods result in OEM cost savings related to all of these areas.

The team that wrote this paper
This paper was produced by a team of specialists from around the world working with the
International Technical Support Organization, Rochester Center.
Jim McGarrahan is a Senior Software Engineer in the Business Process Management
development organization based in Research Triangle Park, North Carolina. He received a
Bachelor of Science degree in Computer and Information Sciences from the Ohio State
University and subsequently joined IBM in Cary, North Carolina. His background includes
extensive experience in the systems management software development area with a specific
focus on the Help Desk discipline. Most recently, his focus is on the development of BPM and
BAM software products. He is an author and co-author of a patent and several technical
papers.
Martin J. Harris is a Senior Certified Business Architect based in Warwick, England. He
joined IBM in 1998 after several years of working in the United Kingdom aerospace and
defence business. His experience and focus include the development of software- and
service-based BPM solutions to address challenges in automotive and aerospace industries.
He has developed and presented extensively at various conferences and has written several
white papers and articles on the topics of PLM and BPM.
Thank you to the following people for their contributions to this project:
Jennifer Dubow
LindaMay Patterson
Janine Sneed
IBM US

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