Incorporating CIM optimization in manufacturing management strategy

The economic justification of the sequential adoption of a new manufacturing system

In recent years, there has been an increasing interest in the implementation of computer integrated manufacturing (CIM). Since many manufacturing organisations compete in international markets, a company strategy should be justified before making any major advanced technology-related investment decisions. The bottleneck for realising CIM systems in small and medium-sized enterprises (SMEs) is often the lack of inhouse knowledge about how to design a CIM system and how to implement the existing technological components to improve the manufacturing performance. It is necessary to develop a framework for the design and implementation of CIM in SMEs. The literature on the design and implementation of CIM is reviewed, a framework for the design and implementation of CIM in SMEs is developed, and a case study is conducted which involves collecting and analysing data from a small company * , Company A, to develop a practical framework for the implementation of CIM in SMEs.

Government support of computer integrated manufacturing in Germany: first results of an impact analysis

This study provides an empirical analysis of some managerial factors which are critical to the successful planning and implementation of Computer-Integrated Manufacturing (CIM) systems. CIM is viewed as an integrated computer-based information technology applications and as a strategic tool which ties together different technologies, as well as various functional areas and managerial levels. Thus, enough emphasis must be placed on communicating the company-wide goals and strategies to various functional areas and employees, particularly with regard to the CIM implementation. In this study, a number of managerial factors will be identified and factor analysis will be used to examine the technological and managerial factors.

The purposes of this study are to determine (1) the frequency of use of advanced manufacturing technologies (AMTs) in south-western United States manufacturing firms, (2) which AMTs have the greatest perceived impact on value, and (3) which have been most successfully employed. The study population consisted of senior manufacturing managers of companies in SIC 34 through 39 located in six south-western states. The study determined that the most frequently used AMT was computer-aided design (CAD), used by 75% of the respondents. Manufacturing resource planning (MRP), computer numerically controlled (CNC) machining, statistical process control (SPC), and computer aided manufacturing (CAM) were used by at least one-third of the respondents. Automated process monitoring and automated material handling were the least used AMTs. Those AMTs perceived to have the greatest positive effect on producer's value are CNC machining, closed loop process control, automated process inspection, flexible manufacturing cells (FMC), robotics, computer-aided manufacturing, computer integrated manufacturing (CIM), and automated process monitoring. The AMTs could be classified into four categories based upon their effect on the two dimensions of value quality and cost. These categories were high value affecting, quality affecting, cost affecting, and low value affecting. Four of the high value affecting AMTs were among those rated as having the highest overall degree of success. However, the study found that dissonance exists between the AMTs which are most used and those which are perceived to have the greatest effect on value.

Small and medium enterprises (SMEs) play an increasingly important role in all aspects of competitiveness e.g. for both products and production techniques, but also management methods, the organisation of the firm and human resource training. Obtaining and, just as importantly, mastering scientific and technological information is therefore essential to competitiveness of all SMEs. During the last two decades, several factors have forced global manufacturers to make dramatic changes in their products, markets, and manufacturing strategies. One of the ways by which SMEs can achieve a competitive advantage in manufacturing is through the implementation of computer integrated manufacturing (CIM). Realising the importance of SMEs, an attempt has been made in this paper to study the implementation of CIM in SMEs. First, the characteristics of CIM have been studied with reference to the application and infrastructure of SMEs. Secondly, a framework has been presented for the implementation of CIM in SMEs with the help of a conceptual model. Finally, future research directions on CIM in SMEs are indicated.

ESPRIT Project 595 was concerned with the application of computer integrated manufacturing (CIM) to the heavy welded fabrication industry which typically manufactures products which are very large and required in small batch quantities, often only one off, e.g. ships, power stations, bridges, boilers, and offshore structures. The main objective of the project was to identify and validate CIM strategies that will enable European welded fabrication industries to restructure themselves and become competitive in world markets. This was approached by the formal analysis of industrial collaborators manufacturing systems using a recognized methodology and the subsequent synthesis of a generalized manufacturing system architecture for automated robotic welding and associated subsystems. The project work programme has followed the concept of top-down analysis matched to bottom-up implementation. The application of CIM lo welded fabrication has not been a simplistic acquisition of information technology su...

Manufacturing investments in the Czech Republic:: An international comparison

During the last decade (from the late 1970s to the beginning of the 1990s), manufacturing systems have significantly changed. Their function and performance have altered in a period of rapid development, mainly as a result of the application of the techniques of computer science. The new systems are termed either flexible manufacturing systems (FMS) or computer- integrated manufacturing (CIM). The advance of flexible manufacturing and its related technologies has been accompanied by a number of related developments, such as flexible manufacturing of a global network type, CIM incorporating personnel functions, skill-based manufacturing, and compact flexible manufacturing cells (FMC). These all have notable influences on the system configuration and operational technologies of flexible manufacturing: perhaps as a result, there is some confusion about their terminology. A number of differing nomenclatures are used (such as FMC, FMS, flexible or factory automation (FA), CIM and enterprise automation (EA), for the same fundamental technology.

A small or local computer-integrated manufacturing (CIM) system that makes products in a shorter time and with small inventory was implemented. With this experience, a local CIM software package was developed for OMRON factories, and there are now 21 local CIM systems in the OMRON group. The hardware and software of local CIM systems are described.< <ETX xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink">&gt;</ETX>

Computer Integrated Manufacturing (CIM) provides a structured basis for establishing connectivity between sub-systems to facilitate product data delivery and control from the conceptual design stage through the many intermediate stages in producing the finished product. In this paper we focus on a CIM architecture applicable to electronics manufacturing for printed circuit boards based on studies completed by the authors under the sponsorship of the Northern Telecom University Interaction Program. Our presentation commences with the conceptual considerations of Computer Integrated Manufacturing and the special process characteristics of printed circuit board manufacture which must be considered in formulating the appropriate CIM architecture. We then address the system design issues and problems involved in implementing a viable CIM framework for integrating the many islands of automation in all areas of the manufacturing enterprise.

Developing and implementing CIM systems for process manufacturers and distributors

SUMMARYIn the context of computer-integrated manufacture (CIM), the paper describes the need for flexible “intelligent” machinery and the need for integrated and distributed software. Methodologies in obtaining appropriate solutions are discussed and related to two major SERC sponsored research programmes at Loughborough University, which concern (i) the design of a family of mechanical and control system modules to allow robots to be configured with user defined kinematic and dynamic properties, and (ii) the design of distributed hardware and software structures, based on internationally accepted communication protocols, to allow FAS's to be produced.In batch manufacture today's increased demand for product variety, requiring reduced lead times and work in progress, the need arises for computer-integrated manufacture (CIM). Similarly, in many conventional continuous flow manufacturing processes dramatic improvements in plant efficiency can be achieved by linking shop floor computer systems with computers performing management and design functions.Considerable research and development work has centred on flexible manufacturing systems (FMSs)3−1 which conventionally relate to metal cutting environments. Similarly the labour intensive nature of assembly operations has led to considerable interest in the design of flexible assembly systems.3.4 The principles embodied in FMS and FAS are translatable, being applicable to most manufacturing environments.To achieve flexible integrated manufacturing two major requirements can be identified, viz. (i) the need for flexible “intelligent” machinery, and (ii) the need for integrated but distributed software systems. This paper will consider future trends in (i) and (ii).

This study investigates the relationships between computer-integrated manufacturing (CIM) and high-performance work system (HPWS) that can arguably improve human capital in the firm and enhance the effectiveness of these advanced manufacturing technologies. Our data were drawn from two surveys of Taiwanese manufacturing establishments in 1998 and 2005. Results showed that high-degree CIM was positively associated with the practices of the each HR practice and HPWS, including high pay level, rigorous selection, extensive training, developmental performance management, performance- and competency- based rewards as well as employee stock ownership.

An overview of advanced manufacturing technology