Is it possible to support the engineering processes with intelligent product models when the knowledge and information work is very complex? This paper describes how IT‐supported product configuration can support the complex engineering activities carried out in the quotation processes. The research has been carried out at the Centre for Product Modelling at the Technical University of Denmark in co‐operation with F.L. Smidth, a Danish cement plant manufacturer with a world‐wide leading position. The redesign of the quotation process lasted three years but, as the paper illustrates, remarkable results have been accomplished. The lead‐time for making quotations was reduced from two to four weeks to one to two days. A better quality of quotes was obtained, and the direct consumption of engineering resources for making quotations was reduced from five man‐weeks to one to two man‐days.
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1 April 2004
Editors
Elena-Madalina Vatamanescu
Elena-Madalina Vatamanescu
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Research Article|
April 01 2004
Reengineering of the quotation process: application of knowledge based systems
Lars Hvam;
Lars Hvam
Department of Manufacturing Engineering and Management, Centre for Product Modelling, Technical University of Denmark, Lyngby, Denmark
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Martin Malis;
Martin Malis
Department of Manufacturing Engineering and Management, Centre for Product Modelling, Technical University of Denmark, Lyngby, Denmark
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Benjamin Hansen;
Benjamin Hansen
Department of Manufacturing Engineering and Management, Centre for Product Modelling, Technical University of Denmark, Lyngby, Denmark
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Jesper Riis
Jesper Riis
Department of Manufacturing Engineering and Management, Centre for Product Modelling, Technical University of Denmark, Lyngby, Denmark
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Publisher: Emerald Publishing
Online ISSN: 1758-4116
Print ISSN: 1463-7154
© Emerald Group Publishing Limited
2004
Business Process Management Journal (2004) 10 (2): 200–213.
Citation
Hvam L, Malis M, Hansen B, Riis J (2004), "Reengineering of the quotation process: application of knowledge based systems". Business Process Management Journal, Vol. 10 No. 2 pp. 200–213, doi: https://doi.org/10.1108/14637150410530262
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