Operations effectiveness for a successful implementation of CIM

Abstract

This paper looks at the important question of whether Computer Integrated Manufacturing (CIM) is a concept applicable to all manufacturing concerns. This question arises in the context of more than 15 years of struggle with CIM as a very promising strategic weapon. After the introduction to the paper, the first section discusses the role of CIM as a strategic weapon available for the operations function of any manufacturer. Although this is in fact not the case with many, perhaps most, US companies, this concept presumes that operations is considered a strategic function by the company. The benefits of using CIM as a strategic operations weapon are outlined, with particular reference to the global environment that actually necessitates its use. Thus, the importance of CIM as a response to environmental threats is emphasized. The next section examines the factors that are critical to the successful implementation of CIM, based on the observation that not every firm that tried CIM was successful. Even more disconcerting was the fact that, while effective firms can benefit from CIM, firms that are not effective to start with can actually suffer under CIM. The next section briefly summarizes four stages of operations effectiveness and examines the main supposition of this paper: the successful implementation of CIM requires that firms be in Stage 3 or 4 of operations effectiveness. In particular, many of the factors considered to be critical for success with CIM are only present in Stage 3 and Stage 4 firms and noticeably absent in Stage 1 and Stage 2 firms. In conclusion, the paper notes that all factors seem to indicate that the Stages of Operations Effectiveness (SOE) concept may provide an important guide as to which manufacturing concerns may benefit from CIM, and which firms should get control of other operational aspects of their business before trying CIM.