Download Computer Integrated Manufacturing. A Total Company by ALAN WEATHERALL PDF

By ALAN WEATHERALL

This ebook will supply a aggressive facet to scholars of producing, managers in undefined, and somebody taken with specifying, enforcing and utilizing CIM platforms

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Extra info for Computer Integrated Manufacturing. A Total Company Competitive Strategy

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Finding the right people The successful design, installation and use of a new business system requires people integration as well as computer integration. A productivity investigation that begins in the expectation that m o r e robots are required might conclude by recommending a new purchasing system, complete with E D I links to suppliers. Finance people who are not engineers need to communicate with engineers who may be quite u n a s h a m e d of their inability to read a balance sheet or use double-entry book-keeping.

T h u s , payback and rate of return are essentially short-term criteria, and cost justification of C I M should not be approached on this basis alone, since it is a major business strategy (not just a cost reduction exercise). If cost justification is attempted by calculating how many c o m p u t e r terminals can be bought by saving a storeman, then not only is the justification likely to prove inadequate, but the application may well be constructed wrongly. T h e pressure of needing the money to pay next week's wages is always present, but it is also important to take a longer term view.

This is because it is the standard or nonstandard nature of the product/service which is being described by the phrases make-to-order or make-to-stock. 3 Production/operations implications of process choices (from Hill, 1983, by permission) Typical characteristics of process choices Jobbing, unit, one-off Production/operations implications Project Flexibility of the operations process Flexible - Set-ups—number and expense Variable Capacity scale Small Changes in capacity Incremental Nature of the process technology Universal — Dominant utilization—labour or plant Labour Knowledge of the Line Continuous process > Inflexible Few and expensive Many, but usually inexpensive > Large > New facility - General purpose > Dedicated - Plant Γ operations task Variable |_materials requirement Known at tendering stage Materials handling provision Variable Internal span of process Wide Control of operations Complex Control of quality Informal- _ spot checks Process times Long Capacity Batch Known but often— not well-defined Some uncertainty .

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