Implementation Of Computer Integrated Manufacturing Research Articles

An open source SCADA system to implement advanced computer integrated manufacturing

The computer integrated manufacturing (CIM) approach allows the possibility to remotely and optimally control the entire production process in a plant. The implementation of CIM architectures demands the installation of several software platforms, which most of the cases are commercial and have high licensing prices. This research presents the development of an open software architecture for advanced CIM (OSACIM) by using two open software development platforms: Java and Python. The use of open software in the development of this solution allows the creation of a low price CIM approach. The results of using the system in laboratory tests show good results in comparison with commercial softwares for developing OPC communications and SCADA systems, which perform similar functionalities as the proposed OSACIM. The main features and limitations of the system are reported.

Assessment of CIM implementation in SMEs: a multiple case study approach

Considering the contribution of small and medium enterprises to the national economic development, employment opportunities generation and total manufacturing output, their role cannot be overemphasized. SMEs have more ability to innovate and flexibility as compared to large organizations irrespective of their size as well as organizational structure. Therefore, it is important to improve their competitiveness and performance. This may be done by the implementation of computer-integrated manufacturing (CIM), because it plays a vital role in SMEs from all aspects of competitiveness both in terms of products and production techniques. An effort has been made in this paper to develop a model by considering four parameters such as top-management support and strategic alliance, business structure, structural attributes and integration of systems. Furthermore, multiple case studies have been conducted in British SMEs to explore the potential of CIM with the help of the proposed model. The result shows that there is lack of long-term strategic vision of the top management in HHW company. Whereas, a survey of SMEs have pointed out increase in reliability of delivery date, throughput/production volume, level of product customisation, reduction in manufacturing costs, WIP inventory and improvement in the image of the companies with the implementation of CIM.

Virtual-reality-based information requirements analysis tool for CIM system implementation: a case study in die-casting industry

A virtual-reality-based information requirement analysis tool (VR–RA tool) has been developed for an existing methodology, in order to capture and represent the enterprise information requirements of computer integrated manufacturing (CIM). The present paper describes the operational aspects of the existing methodology in VR–RA and introduces the developed VR–RA tool, which can be used by system analysts for determination of information requirements. A virtual manufacturing environment for matching the physical and the information model domains is utilized to delineate the information system requirements of CIM implementation. A set of rules and a knowledge base is appended to the virtual environment to remove any inconsistency that could arise between the material and the information flows during the requirement analysis. An experimental case study has been carried out in a firm in the die-casting industry in order to demonstrate the features and the potential industrial application of the VR–RA tool outlined in the current paper.

An Infrastructure for Integrated Automation System Implementation

Evolution of advanced manufacturing technologies and the new manufacturing paradigm has enriched the computer integrated manufacturing (CIM) methodology. The new advances have put more demands for CIM integration technology and associated supporting tools. One of these demands is to provide CIM systems with better software architecture, more flexible integration mechanisms, and powerful support platforms. In this paper, we present an integrating infrastructure for CIM implementation in manufacturing enterprises to form an integrated automation system. A research prototype of an integrating infrastructure has been developed for the development, integration, and operation of integrated CIM system. It is based on the client/server structure and employs object-oriented and agent technology. System openness, scalability, and maintenance are ensured by conforming to international standards and by using effective system design software and management tools.

Implementation of computer‐integrated manufacturing in small and medium enterprises

The revolution in information technology and the changes in political and social environments during the last two decades have created a very competitive global market. In order to remain competitive, business organizations have focused on innovative techniques for product and process designs. Owing to limited resources, small and medium enterprises (SMEs) need to work harder than large corporations in order to survive in a situation of ever‐increasing competition. Considering the importance of elements of computer‐integrated manufacturing (CIM), a framework for the implementation of CIM in SMEs has been developed with the help of a survey conducted in a randomly selected group of 24 SMEs. Also highlights the issues of human resource in the implementation of CIM in SMEs. Finally, presents future research directions.

Government‐industry‐university collaboration on the successful implementation of CIM in SMEs: an empirical analysis

For all small and medium enterprises (SMEs), the long‐term goal is to stay in business, grow and make profit. Especially in manufacturing SMEs must understand the dynamic changes. For SMEs to remain competitive, they must deliver products to customers at the minimum possible cost, the best possible quality, and the minimum lead time. SMEs can achieve this by implementing computer integrated manufacturing (CIM). The high investment required for CIM implementation is becoming a major hurdle for SMEs to cross. This is due to the lack of financial resources which has stalled the initiative in adopting CIM. Undoubtedly this has caused a decrease in rate of adoption of CIM in SMEs. With the triangular co‐operation of government‐industry‐university, CIM can successfully be implemented in SMEs. Considering the importance of government‐industry‐university co‐operation, a model has been developed with the help of an empirical study conducted in British SMEs to facilitate the adoption of a CIM. Finally, presemts a summary of findings and recommendations.

Computer‐integrated manufacturing in China

Computer‐integrated manufacturing (CIM) technology has been used in China for over ten years. Some striking achievements have been obtained, but there still exist a few difficulties or problems. This paper describes the benefits and problems experienced by a number of CIM enterprises in China based on the results of a series of industrial field surveys. The strong common commitment to CIM technology of the top management of these enterprises has been accompanied by great emphasis on education and training of employees, and received financial support from the government and technological support from universities. We noted that many of the problems are the result of management development lagging behind technology advancement, outdated organizational structure being unable to adapt to the needs of technology development and market economic environment, improper and inadequate use of human resources and lack of business‐led CIM strategy. Some strategies and measures are put forward to address Chinese enterprises’ CIM implementation problems.

Implications of organization and human behaviour on the implementation of CIM in SMEs: An empirical analysis

Computer integrated manufacturing (CIM) requires cross-functional co-operation, and involvement of employees in product and process development. A successful CIM initiative in small and medium enterprises (SMEs) must have top management involvement and commitment and a CIM compatible organizational infrastructure which includes requisite skills, appropriate training and education, and adequate incentives and rewards. Top management must commit the resources necessary to acquire needed technology and bring about any necessary changes in the organizational infrastructure. Top management must likewise be willing to accept the long-term consequences of their decisions. SMEs play an increasingly important role in the competitiveness of many industries in the areas of product and process innovation, flexibility, and in the development of innovative management methods, organizational conventions, and human resource practices. One of the ways that SMEs can achieve a competitive advantage in manufacturing is through the implementation of CIM. To promote a better understanding of organizational issues pertaining to the implementation of CIM in SMEs, a framework is proposed for use in examining and explaining the organizational ramifications of CIM. A literature review and an empirical study provide the foundation for the proposed framework.

Performance measurements in the implementation of CIM in small and medium enterprises: An empirical analysis

If a company has a strategic goal of achieving better productivity and quality, it is not only necessary to have action programmes that support productivity and quality, but also score-keeping system in manufacturing must integrate both the strategy and the actions. Performance measurements must appraise, reinforce and reward improvements in terms of action programmes being used to pursue productivity and quality. Performance improvement in small- and medium-sized enterprises (SMEs) can be achieved through the implementation of computer-integrated manufacturing (CIM). Many SMEs do not consider the implications of long-term benefits of CIM, but only consider short-term financial benefits when they decide about the implementation of CIM. They simply ignore the strategic benefits and intangibles. However, performance measurements considering financial, non-financial, tangible and intangible costs, and benefits have not received significant attention from SMEs while deciding on CIM. Nevertheless, CIM plays an increasingly important role in all aspects of competitiveness both in terms of product development and production techniques in SMEs. Therefore, considering the importance of investment in CIM by SMEs, an attempt has been made in this paper to study the implications of performance measurements on the implementation decisions. A framework has been developed to study the investment justification on CIM in SMEs with the help of an empirical study conducted in British SMEs. Finally, the conclusions are presented.

Design and Implementation of Computer Integrated Manufacturing in Small and Medium-Sized Enterprises: A Case Study

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.

An investigation into the implementation of computer integrated manufacturing in small and medium enterprises

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.

Managerial Factors Critical To Cim Implementation

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.

Deskilling and reskilling within the labour process: The case of computer integrated manufacturing

The deskilling/reskilling controversy within the labour process debate is considered within the context of the implementation of Computer Integrated Manufacturing (CIM). Effective implementation of CIM is shown to require an appreciation of the social and organizational issues associated with organizational change. As such the deskilling/reskilling issue is worthy of analysis within the CIM context and aspects of the labour process debate are examined. The effects of technological change on the skills of shopfloor oerators and supervisors are examined by analysing two dimensions of skill, technical complexity and discretion or autonomy. The paper concludes that the outcomes of technical change are framed by managerial perceptions and consequent decisions on how technology should be implemented in terms of work organisation.

In-line process monitoring for injection moulding control

Injection moulding is one of the most important and efficient manufacturing techniques for polymeric materials, with the capability to manufacture high value added products. Integration of injection moulding machines into a computer integrated manufacturing (CIM) system requires reliable process monitoring allowing statistical process control (SPC) to be implemented. CIM systems are concerned with computer control and linking together of all functions in the manufacturing environment. Successful implementation of CIM requires accurate, reliable and meaningful information relating to all aspects of the manufacturing process. Hydraulic injection pressure measurements are shown to be important process parameters, indicating, with comparable precision to nozzle melt pressure, relative changes in polymer melt viscosity.

Implementation of computer-integrated manufacturing: A survey of integration and adaptability issues

Computer-integrated manufacturing CIM as a strategy helps to improve the performance of a manufacturing firm by integrating various financial areas of manufacturing, both in terms of material and information flow. There are many reports that deal with the technological and operational aspects of CIM, but the issues of integration and adaptability as key objectives in the design and implementation of CIM are not paid due attention. Realizing the importance of CIM, an attempt has been made in this paper to review the literature available on the implementation of CIM with an objective to gain more insights into the integration and adaptability issues. This paper focuses on improving integration and adaptability as design and implementation objectives of computer-integrated manufacturing systems. A conceptual model has been developed to illustrate the key issues of integration and adaptability of CIM. The model has been explained by surveyed observations. In addition, a new framework has been proposed in this paper for the design and implementation of CIM and some future research directions are suggested.

Operations effectiveness for a successful implementation of CIM

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.

The design of computer-integrated manufacturing systems

Computer-integrated manufacturing (CIM) offers a number of useful and potential opportunities for improving the system performance of the manufacturing firm. However, it has been reported that there is always difficulty while implementing CIM due to lack of integration between various functional areas of manufacturing such as sales, research and development, design and engineering, production planning and control, distribution in terms of both material and information flows. This may be due to the design problems of CIM. Realizing the importance of CIM both from the investment and operational efficiency points of view, an attempt has been made in this paper to investigate and design and implementation issues of CIM. The purpose of this paper is to: (i) review the design and implementation approaches from a strategic point of view, (ii) identify the gap between theory and practice in the design and implementation approaches of CIM, (iii) suggest a suitable framework for the design and implementation of CIM with a view to improve productivity and quality and (iv) suggest future research directions in the development of CIM.

Gaining the benefits of integrated manufacturing technology — just who benefits and how?

Computer integrated manufacturing (CIM) technology is regarded as a key to competitive advantage, yet research has revealed a range of organizational and management problems which prevent many organizations gaining advantage. This paper explores the value of a strategic approach to CIM implementation, which has been proposed as a means of overcoming such problems. Drawing on case material the paper examines implementation as a social and political process, in which strategic objectives are sometimes obscured by functional, professional and individual interests. In conclusion, the paper argues for the development of more politically and socially informed models of strategy and CIM development.

Enterprise modeling for CIM information systems architectures: An object-oriented approach

Computer Integrated Manufacturing (CIM) information systems have become extremely important to the global competitiveness of most manufacturing firms. And although much has been written about CIM development and implementation many problems still plague practitioners. For example, lack of integration, islands of automation, sub-optimization of resources, and the inability to migrate to future technology are a few types of problems. Further, few methodologies have been developed that systematically address these issues. In this paper, we outline an Object-Oriented approach to modeling manufacturing enterprises. The approach offers a procedure and techniques for defining CIM information systems architectures which could serve as blueprints for CIM development and implementation in manufacturing enterprises.

An IDEF0functional planning model for the strategic implementation of CIM systems

Abstract Computer integrated manufacturing (CIM) is the most recent requirement for being able to compete on a global level. We introduce a methodology that will help in the planning and implementation of CIM. A detailed top-down approach for the strategic implementation of these systems is presented. With the latest manufacturing technology, no longer is the responsibility of planning and implementation of these technologies left to operational or tactical level decision makers, but requires a strategic focus. There needs to be an integrated effort across functional areas and among various levels of managerial decision making for successful implementation of CIM. This methodology is meant to aid in this process. In each of the stages, references and sources have been identified. These sources will provide a detailed exposition of the methodology and should benefit both researchers and practitioners.