By V. Daniel Hunt (auth.)
Manufacturing has entered the early levels of a innovative interval attributable to the convergence of 3 strong tendencies: • The swift development and unfold of producing features around the world has created extreme festival on a world scale. • The emergence of complex production applied sciences is dramati cally altering either the goods and approaches of contemporary manufac turing. • alterations in conventional administration and exertions practices, organiza tional buildings, and decision-making standards signify new assets of competitiveness and introduce new strategic possibilities. those traits are interrelated and their results are already being felt by way of the u.s. production neighborhood. destiny competitiveness for manu facturers world wide is dependent upon their reaction to those developments. in keeping with the new functionality of u.s. brands, efforts to reply to the demanding situations posed by way of new pageant, know-how, and managerial possibilities were gradual and insufficient. household markets that have been as soon as safe were assailed by way of progressively more overseas opponents generating top of the range items at low costs. In a few components, comparable to employment, potential usage, study and improvement bills, and capital funding, tendencies in u.s. production during the last decade were adverse or haven't stored speed with significant international opponents, resembling Japan. there's great facts that many u.s. brands have overlooked the producing functionality, have overemphasized product improvement on the cost of approach advancements, and feature no longer all started to make the changes that might be essential to be competitive.
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All of these considerations imply that manufacturers will have a very different cost structure in the future than they have today. Continuous investment will be a competitive necessity and will be justified on a systems basis. The CIM system will manage the use of material, time, and equipment to such an extent that total inputs and, therefore, total production costs, can be optimized within the limits imposed by the hardware and software capabilities of the moment. Close monitoring of input requirements will be a crucial ingredient, along with responsiveness and flexibility, in determining competitiveness.
They will include permanent groups to ensure long-term integration of ideas and temporary groups designed to address specific projects. Techniques such as comprehensive job rotation may be used to eliminate interdepartmental barriers. The process of integrating the data bases and process technologies in the factory also will help to eliminate artificial barriers between functions, but the major tools for change will be the guidance of senior managers and the initiatives of employees. In external relations, a systems concept calls for reassessment of the mechanisms used to specifY, order, manufacture, and deliver subcontracted parts.
This multiple path flexibility will be feasible not only 28 The Computer-Integrated Manufacturing Handbook because set-ups will be flexible and essentially cost-free, but also because part programs will not be specific to anyone machine. Machine tools will have sufficient embedded "intelligence" to determine their own parameters for a given part. CIM will ensure that the requisite information is transferred to individual machines from the original CAD data for that part. This scenario of a CIM and CIM system producing parts in small batches along an optimal processing path (but using multiple processing paths when necessary) for data generated by the CAD system is the basis of flexible automation.
Computer Integrated Manufacturing Handbook by V. Daniel Hunt (auth.)