08-17-2017, 12:03 AM
Productivity Improvement through Computer Integrated Manufacturing in Post
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1. INTRODUCTION
Computer Integrated Manufacturing (CIM) is a
management philosophy in which the functions of design
and manufacturing are rationalized and coordinated using
computer, communication, and information technologies
according to Bedworth et al. (1991). CIM has the
capability to largely or entirely automate flexible
manufacturing by coordinating work cells, robots,
automatic storage and retrieval facilities and material
handling systems.
2.2. The causes of the slowdown in US manufacturing
industries
The need for integration has evolved in response to the
problems faced by the traditional manufacturing process of
industrial automation. Individual automation in each
functional unit created islands of automation. These
islands of automation did not facilitate communication
between the functional units. Errors in data sharing and
other mismatches with these islands of automation
continually plagued the Manufacturing industry. The
complexity of new manufacturing technologies,
economics, increasing human limitations, computer
developments, and competition from abroad has forced the
initiation of integrated computer aided manufacturing
(ICAM) program by the United States of America Air
force. The ICAM program conducted in 1983 found the
following critical problems in industrial automation:
1) Information could not be controlled by users,
2) Changes were too costly and time consuming,
3) Systems were not integrated, and
4) Data quality was not suitable for integration.
2.5. Barriers to CIM adoption
Despite all the money, energy, and time spent by
companies trying to automate their factory, CIM is still an
unfulfilled promise for many. Managers have continually
struggled with the problem of successfully putting the
pieces together to get the most out of CIM technology. In
the past few years, several surveys have attempted to
investigate the problem and identify the primary obstacles
to more rapid adoption of CIM technology. Some of the
findings are identified below.
2.5.1. Management perception and attitude
In late 1970s and early 1980s, as CIM advanced quite
rapidly in the USA, disillusionment with automation has
surfaced. Frequently, top executives viewed CIM as just
technology a master computer controlling many robots
and automated machines. They are wrong; if CIM were
just technology, there would not have been as many
companies having difficulty implementing it. CIM is the
management of technology rather than a technology itself.
It is the integration of people and functions utilizing the
computer and communication networks to transform
automation into interconnected manufacturing systems.
2.3. Benefit from CIM
The integration of the technologies brings the following
benefits:
1. Creation of a truly interactive system that enables
manufacturing functions to communicate easily with
other relevant functional units.
2. Accurate data transferability among the
manufacturing plant or subcontracting facilities at inplant
or diverse locations.
3. Faster responses to data-changes for manufacturing
flexibility.
4. Increased flexibility towards introduction of new
products.
5. Improved accuracy and quality in the manufacturing
process.
6. Improved quality of the products.
7. Control of data-flow among various units and
maintenance of user-library for system-wide data.
8. Reduction of lead times which generates a
competitive advantage.
9. Streamlined manufacturing flow from order to
delivery.
10. Easier training and re-training facilities.