Business Process Reengineering on Car Sales System

Business Process Reengineering on Car Sales System

1. Car Sales System
Departemen
Teknik Industri
Business Process Reengineering
Bagas Anandaffa
2106657696
Reynard Sutopo
2106718842
Hanif Widyarisnu
2106657475
Andreas Richard
2106657960

2. IS Development in Car
Sales (Paper Review)

3. Introduction
The transformative role of IT in business process reengineering and system development, highlighting the necessity of
adopting digital technologies and quality management systems to meet the evolving demands of Industry 4.0.
Redesign of business processes to achieve dramatic
improvements in productivity, cycle times, quality, and employee
and customer satisfaction
Business Process Reengineering
In the era of Industrial 4.0, manufacturing industries refers to the

utilization of and
System Development
The role of IT is critical in optimizing operational efficiency,
reducing waste, and enhancing overall productivity through lean
practices
IT Implementation
Digital transformation strategies are essential because they recognize
digital technologies' constant impact on an organization. Companies must
change their business models to accommodate car-sharing platforms and
telematic services.
Digital Transformation
I4.0 primarily
refers to manufacturing industries
where machine tools are smart and
autonomous systems include
cyber-physical systems (CPS), AI,
and IoT.

In this demanding era, the
manufacturing sector continues to
face challenges as a result of the
production of complex and critical
products. As a result, developing
and
manufacturing superior functionality
and quality products is critical.


Consequently, there is an emerging
need for
manufacturing industries to develop
such an autonomous quality
measurement system (AQMS)
capable of automatically
maintaining and
controlling the quality of
manufacturing products.

Developing and manufacturing
superior functionality and
quality product is critical in this
demanding era.
The development of AQMS capable
of automatically maintaining and
controlling the quality of
manufacturing products.
Internal IT External IT
Develop
business vision
and process
objective
Identify
processes to be
redesigned
Regulations and consumer expectations accelerate
automotive digital transformation. Global research is
needed for the proposed Decision Support System. To
succeed in the changing automotive landscape, overcome
obstacles and unite diverse interests.
Understand
and
measure
existing
processes
Identify IT
levers/
brainstorm
Design and
build a
prototype of
the process

4. Business Process Reengineering
Business Process Re-Engineering In Automobile Industry: A Case Study
Of Ford Motor Company
Found in
1903
200
countries and territories
400.000
workforce
140
plants
Ways of doing work in which the typical
division of responsibilities between different
masses may be obscured or eliminated
Reengineering
/ process
To critically evaluate the BPR
activities of FORD Motor Company.
Objective
To analyze the impact of BPR on the efficient performance
of the company in a time span of last 25 years.
SAP - LAP
Since 1900s, Ford has reached every country1
Ford believed in dynamism2
Since 1900s, Ford has reached every country3
Despite challenges, Ford's leadership maintained a
forward-thinking approach, constantly experimenting
with new strategies amid plant shutdowns and supply
chain issues.
4

Ford demonstrates CSR by aiding employees and society.
Additionally, they focus on producing eco-friendly
automobiles for future consumption.

5
SWOT
Ford is a global company with
widespread reach and brand loyalty
Strength
Green technology, boosted by R&D
and global expansion
Opportunity
Revenue dependence on competitors
is a concern, and environmental
issues need attention
Weakness
Fuel price fluctuations, intense
competition, and the rise of public
transport.
Threat

5. Business Process Reengineering
Business Process Re-Engineering In Automobile Industry: A Case Study
Of Ford Motor Company
PESTLE
Ford receives support and trade permissionsP
Major player in US economic growth, ranking
among the top Fortune 500 companies
E
Ford is actively engaged in CSR activities and
ecological conservation
S
Ford adapts to new research with increased focus
on R&D centers
T
Ford is vigilant about diverse rules, regulations, and
intellectual property rights globally
L
Despite emission concerns, they invest in
fuel-efficient vehicles
E
DEA Analysis
13 instances where it fell short of the benchmark in CRS (constant returns to
scale) and 5 instances in VRS (variable returns to scale)
the minimum inefficiency in Year 4
The acquisition of Jaguar in 1994, economic factors such as high healthcare
costs, declining gasoline prices, and overreliance on SUV sales led to challenges
By 2005, both Ford and GM faced downgrades in corporate bonds
Ford implemented Business Process Re-engineering for overall organizational
improvement.
Conclusion
Ford should prioritize reducing
vehicle exhaust emissions to address
environmental pollution as a part of
their Corporate Social Responsibility
(CSR).
Ford should increase their number of
research and development centres
across the world to empower its IPR
treasure.
A proper employee retention strategy
shall be framed. Along with that,
there is a scope of improvement in
employee turnover ratio.

6. Autonomous Quality Management System in Automotive Manufacturing
1. **Introduction to AQMS**: Overview of the development of an AQMS based on
Quality 4.0 concepts.
2. **Methodology**: Description of the research approach and development
process for AQMS.
3. **Results**: Presentation of findings demonstrating the benefits of AQMS over
traditional QMS.
4. **Discussion**: Analysis of the implications of AQMS for quality management in
manufacturing.
5. **Managerial Implications**: Recommendations for managers on adopting
AQMS.
6. **Conclusion and Future Directions**: Summary and potential future
applications of AQMS.
Hub-bolts was chosen for the pilot survey because of its maximum order quantity of
1500000 pieces. The product is produced using special purpose machine (SPM), hydraulic
copy turning machines, and CNC machines to perform multiple machining operations.
The research was carried out:
G.S. Auto International Ltd.
Leading manufacturer of
automotive suspension and
fastening components.
Product Selection for Research
Selection of Critical Machining Process
The turning
operations are the
leading cause of most
rejections
Primary rejection occurred
during the diameter turning
operation
The traditional Quality Management System (QMS)
conducted using tools such as snap gauges, plug gauges,
vernier calipers, and micrometers were used to perform
quality checks
Availability level Lead time decrease
Product cycle time stability Sales delay
Assessment of Traditional QMS
Rejection Rate Response Analysis
The turning diameter and turning
length machine operations have the
highest rejection rate
Turning Diameter Turning Length
Machining Operation
Highest rejection rate
Gage R&R Analysis
3
operators
5
Manufactured products
Process Capability Assessment of Traditional QMS Development of AQMS
The Six-Sigma approach
was used to assess the
process capability of the
traditional QMS system.
The Automated Quality Measurement
System has been developed to achieve
automatic gauging, auto-detection,
autocorrection, smart segregation, and
quality data recording
Process Capability Assessment using AQMS
The AQMS has been shown to maintain dimensional tolerance between optimal quality ranges while
leveraging only 66.66 percent of the total tolerance band range.
Development and Implementation of Autonomous Quality Management
System (AQMS) in an Automotive Manufacturing using Quality 4.0
Concept– A Case Study
System Development
Development and Implementation of Autonomous Quality Management System (AQMS) in
an Automotive Manufacturing using Quality 4.0 Concept– A Case Study

7. Result Comparisons: Traditional VS Automated
Conclusion
QMS AQMS
Furthermore, the traditional QMS process
capability has been observed to be within 1.5
(5 lacs defect per million
opportunities, and 50.00 percent yield as
mentioned in Appendix 1). On
the other hand, the AQMS has significantly
improved process capability
and performance, approaching 5.5 (30 defects
per million opportunities
and 99.99 percent yield ISO 13053–1:2011).
500,000 DPMO 30 DPMO
50% Yield 99% Yield
The graph compares the number of defects between the traditional
and the automated QMS method. It can be seen that a fundamental
differentiation where the AQMS has a flat graph reflecting the
minimum number of defect for each part.
The overall machining process has improved significantly
from 1.5 to 5.5 sigma level. As a result, the AQMS
approach has proven to be more reliable and superior to
traditional QMS and has been implemented in the case
organization
From the result, the development of the system has shown a significant improvement
towards the manufacturing industry to maintain not only a better quality of product
but also to optimize the cost utilization for the company.
System Development
Development and Implementation of Autonomous Quality Management System (AQMS) in
an Automotive Manufacturing using Quality 4.0 Concept– A Case Study

8. to explore the relationship between Information
Technology (which are internal IT and external IT)
and Lean Production (LP) principles and practices.
IT Implementation
Impact of use of information technology on lean production adoption:
Evidence from the automotive industry
Lean production is an innovative management system aiming for maximum
company efficiency by minimizing costs and waste. The role of information
technology (IT) in enhancing these principles has become an area of interest, given
IT's ability to manage information, flexibility, functions, and features more
effectively .
Objective
Focuses on the company’s internal operations, such as those used
in Computer Integrated Manufacturing.
Internal IT
Focuses on the relationship the company has with its external
environment, including web technologies for e-commerce and
e-business activities.
External IT
Hypotheses
Significant positive relationship between the use of internal or
intra-organizational IT and the level of adoption of LP.
1
Significant positive relationship between the use of external or
inter-organizational IT and the level of adoption of LP
2
Models
Only control variables (like the number of employees, age of
plant, and percentage of purchasing costs)
1
Added internal IT variables to the control variables from Model
1
2
Added external IT variables to the control variables from Model
1
3
Combined both internal and external IT variables with the
control variables
4
Methodology
By collecting questionnaire, hierarchical regression analysis is used to process them to examine the influence of
IT on LP adoption because it is suitable for highlighting the variance explained by each independent variable

9. IT Implementation
Impact of use of information technology on lean production adoption:
Evidence from the automotive industry
Hypotheses Testing
Models Evaluation
Did not show any significant relationship between the
independent and dependent variables.
1
Demonstrated a significant influence of the degree of use of
internal IT on the level of LP adoption.
2
Demonstrated an influence but not significant of the degree of
use of external IT on the level of LP adoption.
3
The use of IT (both internal and external) has a positive
relationship with the level of LP adoption
4
Supported by the findings, indicating a significant positive
relationship between the use of internal IT and the level of LP
adoption.
1
Not supported, as the expected direct positive impact of
external IT on LP adoption was not conclusively demonstrated
without the significant moderating effect of internal IT.
2
Results
Internal IT is a critical factor in enhancing LP
adoption, demonstrating a direct positive relationship.
Key Findings
External IT's influence on LP adoption is conditional,
becoming significant only in conjunction with internal
IT.
The integration of internal IT significantly affects
Lean Production adoption, whereas the role of
external IT is more complex, requiring a
complementary internal IT infrastructure to positively
impact LP adoption.
Conclusion

10. Digital Transformation
Impact of Digital Transformation on the Automotive Industry
Digital transformation strategies are crucial as they acknowledge the constant impact of digital technologies on an
organization. Organizations must adapt to new trends, such as car-sharing platforms and telematic services, by changing
their traditional business models
Product Production Exchange Business Operations Benefits
This causes
DISRUPTION
effect on,
Its biggest event
In 140 YEARS
+ + +
Selecting Cases and Factors:
Identify and choose relevant cases and factors that will be included in the
analysis.
1
Performing a Calibration Procedure:
Transform the preferences of actors into fuzzy variables. Utilize fuzzy sets to
effectively handle both quantitative and qualitative measurements.
2
Constructing and Reducing the Truth Table:
Employ Boolean algebra to systematically reduce the truth table, identifying
minimally sufficient configurations.
3
Analyzing the Results:
Utilize consistency and coverage indicators to evaluate the outcomes of the
analysis
4
Digital technologies make up at least 50%
of vehicle value
Exchange
Software Hardware
&
Car functionality and complexity
MOREOVER,
Assisted and autonomous
driving are now important
Value chain efficiency
Lower costs
Encourage collaboration and innovation
Digital manufacturing will be
crucial as new robots enable
multiple assemblies and robotics,
AI, and the internet dominate the
new industrial revolution.

Other factors should be
considered in automotive digital
transformation. The dynamic
impact on retailers, manufacturers,
sales force, and consumers is
changing communication.

11. Digital Transformation
Impact of Digital Transformation on the Automotive Industry: Spain
Material & Method
fuzzy-set Qualitative
Comparative Analysis
(fsQCA)
Ex: Spain
Automotive
Industry
fsQCA (fuzzy-set qualitative comparative analysis) is
applied to understand the impact of digital transformation
on the automotive industry in Spain.
1
The method considers the diverse perspectives of various
actors, including manufacturers, service providers,
governments, and more.
2
Calibration procedures involve transforming actors'
preferences into fuzzy variables based on different levels of
participation and influence.
3
Five factors with forty subfactors are considered, covering
management, legal, financial, technical, and environmental
aspects.
4
Results
Selecting Cases and Factors:
Identify and choose relevant cases and factors that will be included in the
analysis.
1
Performing a Calibration Procedure:
Transform the preferences of actors into fuzzy variables. Utilize fuzzy sets to
effectively handle both quantitative and qualitative measurements.
2
Constructing and Reducing the Truth Table:
Employ Boolean algebra to systematically reduce the truth table, identifying
minimally sufficient configurations.
3
Analyzing the Results:
Utilize consistency and coverage indicators to evaluate the outcomes of the
analysis
4
None of the factors is identified as necessary for the outcome (actors'
satisfaction), highlighting the high heterogeneity of actors.
Nine configurations are identified as minimally sufficient for achieving the
outcome, indicating a diverse set of conditions contributing to satisfaction.
Robust tests show satisfactory levels of confidence in the results,
considering parameters like unique coverage, raw coverage, and
consistency.
Conclusion
The automotive industry is undergoing rapid digital transformation driven
by regulations and consumer expectations . Successful companies
innovate digitally, but reluctance, particularly among smaller enterprises,
persists due to uncertain returns. Stakeholders, including consumers,
have varied priorities, highlighting industry complexity. The proposed
Decision Support System is crucial, and future research should explore a
global perspective. Navigating challenges and aligning diverse interests
is essential for sustained success in the evolving automotive landscape.

12. DFD Level 0

13. This is the Zero Level DFD of the Car Sales System, in
which we have optimized the high-level Car process.
It offers an essential summary of the entire Car Sales
System or Process being analyzed or modeled. It's
intended to provide an overview of Inventory,
Customer, and Login, presenting the system as a
single high-level process with relationships to
external entities such as Cars, Car Models, and Sales.
It should be easily understood by a large audience,
including Cars, Sales, and Inventory. In the zero level
DFD of the Car Sales System, we described the high
level flow of the Car system.
Car Sales
System
Cars Management
Customer Management Car Models Management
Inventory Management Sales Management
The context diagram context diagram is a type of data flow
diagram that focuses on how external entities interact with a
system
Process Flow
Managing all the cars
DFD Level 0 (Context Diagram)
Optimizes the high-level Car process, providing a concise overview of the entire
system's functionality, relationships, and key components.
Managing all the car models
Managing all the sales
Managing all the car owner
Managing all the inventory
Managing all the customer
Managing all the login

14. Car
Sales
System
2 Cars Management
1 Customer
Management
3 Car Models
Management
5 Inventory
Management
4 Sales Management
DFD Level 0 (Context Diagram)
Data structure
Customer
ID + Name + Payment Method + Address +
Phone Number + Email
Car ID + License Plate + Model ID
Car Model ID + Model Name
Sales

ID + Car ID + Customer ID + Sale Date + Sale
Amount
Inventory
Car ID + Model ID + License Plate + Status +
Price

15. DFD Level 1

16. DFD Level 1
Outlines subsystems, data flows, and essential internal data stores, forming the
basis for a more detailed Level 1 DFD analysis
Generate Cars
Report
Generate Car
Models Report
Generate Sale
Report
Generate Car
Owner Report
Check Inventory
Details
Generate Customer
Report
Cars Management
Car Models
Management
Sales Management
Car Owner
Management
Inventory
Management
Customer
Management
Car
Sales
System
The Car Sales System's First Level DFD (1st Level)
illustrates how the system is broken down into
smaller subsystems, or processes, that collectively
handle all of the functionality of the system as a
whole. Each subsystem handles one or more data
flows to or from an external agent. It also indicates
which internal data stores—Login, Customer,
Inventory, Car Owner, and Sales—must exist for the
Car system to function properly and illustrates the
data flow between the different Cars, Sales,
Customer, Login, and Inventory components of the
system. The components of the first level DFD are
broken down more thoroughly in DFD Level 1.
Main Entities Output
Cars records Generate records for all cars
Cars models Generate records for all cars models
Sales records Generate records for all sales
Car owner records Generate records for all car owner
Inventory records Generate records for all inventory
Customer records Generate records for all customer
Login records Generate records for all login

17. DFD Level 1
Data Structure for Level 1
2.1 Generate Cars
Report
2.2 Generate Car
Models Report
2.3 Generate Sale
Report
2.4 Check
Inventory Details
2.5 Generate
Customer Report
1.1 Cars
Management
1.2 Car Models
Management
1.3 Sales
Management
1.4 Inventory
Management
1.5 Customer
Management
Car
Sales
System
Data Structure
1.1-1.2
2.1-2.2
CarID + ModelID +
RegistrationNumber +
ServiceHistory + CarType
1.3
2.3
Sales ID + CarID + CustomerID +
SalesDate + Quantity + Price +Total
Price+ PaymentMethod +
PaymentStatus
1.4
2.4
InventoryID + CarID + ModelID +
Status + Location
1.5
2.5
CustomerID + Name + Address +
PhoneNumber + Email

18. DFD Level 2

19. Then, DFD Level 2 delves even farther into specific
areas of Level 1 of Car. To get the required amount of
detail regarding how the car functions, extra features
could be needed. The Car Sales System's First Level
DFD (1st Level) illustrates how the system is broken
down into smaller subsystems (processes). More
information about the login, customer, inventory, car
owner, sales, car models, and cars can be found in the
second level DFD.
Send
Email
To
User
Forgot
Pass
Login to
System
Check
Creden
tial
Check
Roles of
Access
Manage
Module
Manage Cars Detail
Manage Cars Model
Detail
Manage Sales
Detail
Manage Inventory
Detail
Manage Customer
Profiles
Manage Report
Manage User
Permission
Manage Roles of
User
Manage System
Admins
Admin
DFD Level 2
Additional detail on specific aspects of the Car Sales System, expanding on Level
1 by delving into subsystems
Low level functionalities of Car Sales System
Logins to the system and manage all the functionalities of Car
Sales System
Admin can add, edit, delete and view the records of Cars,
Sales, Inventory, Login
Admin can manage all the details of Car Models, Car Owner,
Customer
Admin can also generate reports of Cars, Car Models, Sales,
Car Owner, Inventory, Customer
Admin can search the details of Car Models, Inventory,
Customer
Admin can apply different level of filters on report of Cars, Car
Owner, Inventory
Admin can tracks the detailed information of Car Models,
Sales, Car Owner, , Inventory

20. Send
Email
To
User
Forgot
Pass
Login to
System
Check
Creden
tial
Check
Roles of
Access
Manage
Module
Manage Cars Detail
Manage Cars Model
Detail
Manage Sales
Detail
Manage Inventory
Detail
Manage Customer
Profiles
Manage Report
Manage User
Permission
Manage Roles of
User
Manage System
Admins
Admin
DFD Level 2
Additional detail on specific aspects of the Car Sales System, expanding on Level
1 by delving into subsystems
Login to
System
Input: Username + Password
Output:
AuthenticationStatus+Session
Token (if successful)
Data Structure
Forgot
Password
Input: UserEmail
Output: ResetInstructions +
TemporaryPassword (if email
exists)
Send
Email to
User
Input: RecipientEmail +
EmailSubject + EmailBody
Output: EmailStatus (sent, failed,
queued, etc.)
Manage
Module
Input: ModuleType (e.g., Cars,
Sales, Inventory, etc.) + Action
(e.g., Create, Update, Delete) +
EntityDetails (varies by module)
Output: ActionResult +
UpdatedEntityDetails (if
applicable)
Manage
Cars
Detail
Input: CarID + ModelID + Make +
Model + Year + Specifications +
Price
Output: UpdateStatus + CarDetails

21. Manage
Cars Model
Detail
Input: ModelID + Make + Model +
Features + Variants
Output: UpdateStatus +
ModelDetails
Send
Email
To
User
Forgot
Pass
Login to
System
Check
Creden
tial
Check
Roles of
Access
Manage
Module
Manage Cars Detail
Manage Cars Model
Detail
Manage Sales
Detail
Manage Inventory
Detail
Manage Customer
Profiles
Manage Report
Manage User
Permission
Manage Roles of
User
Manage System
Admins
Admin
Data Structure
Manage
Sales
Detail
Input: SaleID + CarID +
CustomerID + SaleDate + Quantity
+ TotalPrice
Output: UpdateStatus +
SaleDetails
Manage
Inventory
Detail
Input: InventoryID + CarID +
ModelID + Quantity + Location
Output: UpdateStatus +
InventoryDetails
Manage
Customer
Profiles
Input: CustomerID + Name +
Address + PhoneNumber + Email
+ PurchaseHistory
Output: UpdateStatus +
CustomerProfile
Manage
Report
Input: ReportType + Criteria (e.g.,
TimePeriod, SpecificID, etc.)
Output: GeneratedReport
DFD Level 2
Additional detail on specific aspects of the Car Sales System, expanding on Level
1 by delving into subsystems

22. Send
Email
To
User
Forgot
Pass
Login to
System
Check
Creden
tial
Check
Roles of
Access
Manage
Module
Manage Cars Detail
Manage Cars Model
Detail
Manage Sales
Detail
Manage Inventory
Detail
Manage Customer
Profiles
Manage Report
Manage User
Permission
Manage Roles of
User
Manage System
Admins
Admin
Data Structure
Check
Roles of
Access
Input: UserID
Output: UserRole + AccessLevel
Manage
System
Admins
Input: AdminID + Name + Email +
PhoneNumber + Role
Output: AdminManagementStatus
+ AdminProfile (updated details if
any)
Manage
Roles of
User
Input: UserID + CurrentRoles +
DesiredChanges
Output: RolesUpdateStatus +
UpdatedRoles
Manage
User
Permission
Input: UserID +
CurrentPermissions +
DesiredChanges
Output: PermissionsUpdateStatus
+ UpdatedPermissions
DFD Level 2
Additional detail on specific aspects of the Car Sales System, expanding on Level
1 by delving into subsystems

23. Data Elements

24. CarID
Type: Alphanumeric
Length: 15
Description: Unique identifier for car
product
ModelID
Type: Alphanumeric
Length: 15
Description: Unique identifier for car
model
Registration
Number
Type: Alphanumeric
Length: 8
Description: A way to identify a car
CarType
Type: Alphanumeric
Length: 25
Description: Type of car
Service
History
Type: Alphanumeric
Length: Variation
Description: Detail for all of the
service that has been done to the
car
DFD
Data Elements
Elements

25. CarID
Type: Alphanumeric
Length: 15
Description: Unique identifier for car
product
Price
Type: Numeric
Length: 11
Description: Price of each car
SalesID
Type: Alphanumeric
Length: 15
Description: Unique identifier for
sales activity
CustomerID
Type: Alphanumeric
Length: 15
Description: Unique identifier for
customer
Sales Date
Type: Date
Input Format : DD-MM-YYYY
Description: Date when car get sold
Quantity
Type: Numeric
Length: 1
Description: Price of the car
Total Price
Type: Numeric
Length: 11
Description: Total price for products
that customer buy
Payment
Method
Type: Enumerated
Input Format: Predefined values
such as : “CASH” , “CARD”,
“TRANSFER”
Description: Specifies the method of
payment used
Payment
Status
Type: Enumerated
Input Format: Predefined values
such as : “COMPLETED” ,
“PENDING”, “REFUNDED”
Description: Specifies the current
processing state of payment
DFD
Data Elements
Elements

26. CarID
Type: Alphanumeric
Length: 15
Description: Unique identifier for car
product
ModelID
Type: Alphanumeric
Length: 15
Description: Unique identifier for car
model
InventoryID
Type: Alphanumeric
Length: 15
Description: Unique identifier for car
inventory
Status
Type: Enumerated
Input Format: Predefined values
such as : “AVAILABLE” ,
“RESERVED”, “SOLD”,
“SERVICE”, “DAMAGED”,
“IN-TRANSIT”
Description: Specifies the current
status of the car in inventory
Location

Type: Alphanumeric
Length: 4
Description: Where the car is
located in inventory

DFD
Data Elements
Elements

27. DFD
Data Elements
Elements
CustomerID
Type: Alphanumeric
Length: 15
Description: Unique identifier for
customer
Name
Type: Alphabet
Length: Variation
Description: Customer name who
ordered product
Address
Type: AlphaNumeric
Length: Variation
Description: Customer’s address
Phone
Number
Type: Numeric
Length: 12
Description: Customer’s phone number
Email
Type: AlphaNumeric
Length: Variation
Description: Customer’s email

28. Use Case Diagram

29. Cars Detail
Send
Email
To
User
Forgot
Pass
Login to
System
Check
Credent
ial
Check
Roles of
Access
Manage
Module
Manage Cars Detail
Manage Cars Model
Detail
Manage Sales Detail
Manage Inventory
Detail
Manage Customer
Profiles
Manage Report
Manage User
Permission
Manage Roles of
User
Manage System
Admins
Admin
Manage
Inventory
Detail
Cars Model
Detail
Admin
System Manager
Manage
System
Admins
Roles of
User
User
Permission
Sales Manager
Manage
Customer
Profiles
Sales Detail
Manage
Report
Customer
Include
Include
Include
Include
Use Case Diagram
Use Case diagram for car sales system
Purchase
car
Compare
Car Model
View car
model
Payment
Include

30. https://www.researchgate.net/figure/The-use-case-diagram-of-LIDI-car-rental-marketplace-application_fig1_330232656
Example of Use Case Diagram
Below shown a similar system of a Car Rental Marketplace Application

31. Use Case Diagram
The differences between the topic and the example
Business
Model
There are quite differences between the topic and the example. The topic discuss about Car Sales System while
the example is about Car rental system which will differentiate the outcome
The topic diagram is designed specifically for a car sales system, where complicated transactions
like financing, trade-ins, and sales reporting are common. The example diagram shows a
platform-oriented application for a car rental marketplace where the transaction is simple (renting a
car).
Customer
Journey
Every diagram shows a different way that the customer interacts with the system.
Customers can view and compare car models using the tools in the car sales system, which
is helpful when making a decision to buy.
System
Administration
Hands-on management of authorizations and profiles may be necessary for the
administration of an automobile sales system. This is due to the important financial and
legal factors that are involved in car sales. However, it appears that the administration of
the car rental application is more concerned with managing content in the marketplace.

32. Use Case Diagram
The differences between the topic and the example
Integration and
Relationships
The topic diagram illustrates a more integrated strategy in which multiple use cases
incorporate other ones.The example diagram presents a more modular approach where the
system may still work well even if some modules are independent.
Flexibility and
Scalability
As shown by the larger use cases, the automobile rental application may need to be more
adaptable and scalable in order to support several rental providers and possibly a
fluctuating inventory of vehicles.
Regulatory
Compliance
Compared to car rentals, car sales have stricter regulatory restrictions. This leads to the
requirement for thorough reporting and record-keeping in order to ensure compliance with
financial reporting and consumer protection legislation.

33. Activity Diagram

34. Activity Diagram
Activity diagram for car sales system
The activity diagram
provides an overview of
the interactions that both
customers and
administrators have with a
car dealership's
management system,
distinguishing between
user pathways and
administrative controls for
each respective path.
Key Takeaway

35. References

36. References

1.Business Process Re-Engineering In Automobile Industry: A Case Study Of Ford Motor
Company. (2016). Retrieved from
https://www.academia.edu/69170796/Business_Process_Re_Engineering_In_Automobile_Indus
try_A_Case_Study_Of_Ford_Motor_Company

2.Carlos Llopis-Albert, Francisco Rubio, Francisco Valero. (2020, October 8). Impact of digital
transformation on the automotive industry.
https://www.sciencedirect.com/science/article/pii/S0040162520311690


3.Jagmeet Singh, I.P.S. Ahuja, Harwinder Singh, Amandeep Singh. (2022, March 28).
Development and Implementation of Autonomous Quality Management System (AQMS) in an
Automotive Manufacturing using Quality 4.0 Concept– A Case Study.
https://www.sciencedirect.com/science/article/pii/S0360835222001917


4.José Moyano-Fuentes, Pedro José Martínez-Jurado, Juan Manuel Maqueira-Marín and
Sebastián Bruque-Cámara. (2012). Impact of use of information technology on lean production
adoption: evidence from the automotive industry.
https://www.researchgate.net/publication/258364985_Impact_of_use_of_information_technolo
gy_on_lean_production_adoption_Evidence_from_the_automotive_industry

37. “Car Sales System Dataflow Diagram." (2017). Retrieved from
https://www.freeprojectz.com/dfd/car-sales-system-dataflow-diagram
“Car Sales System Dataflow Diagram." (2017). Retrieved from
https://www.freeprojectz.com/dfd/car-sales-system-dataflow-diagram
The use case diagram of LIDI car rental marketplace application. ResearchGate.
https://www.researchgate.net/figure/The-use-case-diagram-of-LIDI-car-rental-marketplace-a
pplication_fig1_330232656
References