Showing papers in "Integrated Manufacturing Systems in 1991"
TL;DR: In this article, six different categories of activity are examined that a manufacturer may undertake to enhance its operational flexibility and it is pointed out that machine and equipment configuration is just one of these six categories.
Abstract: The term “flexibility” is extensively used in manufacturing literature and yet very loosely defined. Sometimes it is used to characterise a manufacturer′s strategic intention and other times to characterise the manufacturer′s processes and infrastructure. The terms “strategic flexibility” and “operational flexibility” are introduced to distinguish these two uses. Six different categories of activity are examined that a manufacturer may undertake to enhance its operational flexibility and it is pointed out that machine and equipment configuration – often considered to be the key to manufacturing flexibility by factory automation enthusiasts – is just one of these six categories. It is also pointed out that such activities can be found not only on the factory floor, but everywhere in the manufacturer′s value chain. It is argued that these activities will not only enhance the manufacturer′s operational flexibility, but also enhance its productivity as well and therefore will benefit all manufacturing enterpr...
25 citations
TL;DR: In this article, the authors discuss the concerns with supply chains under the headings of: innovation, competence and value added, investment flexibility, networks rather than single chains, proprietary design knowledge and dependence.
Abstract: Supply chain management can be seen as an approach to obtaining the benefits of Vertical Integration without ownership. Vertical Integration has the potential to offer benefits of increased control as well as cost reduction, but supply chain approaches can theoretically provide these same benefits through effective organisation. The concerns with supply chains are discussed under the headings of: innovation, competence and value added, investment flexibility, networks rather than single chains, proprietary design knowledge and dependence. The conclusion is that, where supply chains are identified (even within vertically integrated organisations), then an approach based on effective management of each of the customer‐supplier relationships is key to success. Reference is made to work and materials produced by the Supply Chain Management Group at the University of Glasgow Business School which emphasises the need to implement “best practice” at each point in each chain.
23 citations
TL;DR: In this article, the effectiveness of alternative buffering strategies in complex multilevel assembly manufacturing systems using the Material Requirement Planning (MRP) methodology is explored and assessed under uncertainties of end-item demand, resource supply, and task control.
Abstract: The effectiveness of alternative buffering strategies in complex multilevel assembly manufacturing systems using the Material Requirement Planning (MRP) methodology is explored and assessed. The safety stock, safety lead time, “hard” safety capacity, and forecast inflation buffering strategies are tested under uncertainties of end‐item demand, resource supply, and task control. The MRP methodology is applied for scheduling along with a complex, realistic simulation model for execution of operations. Average inventory levels for end and component items, capacity utilisation, end‐item backorders and customer undersupport are used as performance measures. Experimental results establish safety stock and “hard” safety capacity as dominant buffering strategies under all uncertainty conditions, and task control is shown as the most disruptive uncertainty source.
13 citations
TL;DR: In this paper, the authors argue that many of the difficulties encountered in exploiting computer-integrated technologies result from their being implemented as part of an attempt to change from a mass production to a flexible manufacturing paradigm.
Abstract: The article argues that many of the difficulties encountered in exploiting computer‐integrated technologies result from their being implemented as part of an attempt to change from a mass production to a flexible manufacturing paradigm. It is further argued that this also requires changes in the organisational paradigm in order to create a social system capable of supporting flexible manufacturing. Results of a study of 28 companies and 46 applications of computer‐integrated technologies are reported showing that there are widespread changes in organisation at the levels of work, management and inter‐organisational relationships. The empirical findings support the argument of a paradigm shift and detail the organisational dimensions on which this is taking place.
9 citations
TL;DR: The Integrated Production Control (IPC) model as discussed by the authors provides the conceptual framework necessary for the design of hybrid production control systems, which is independent of the well-defined production control philosophies of MRPII, OPT and JIT.
Abstract: There has been much discussion on the merits of different production control philosophies, particularly MRPII, OPT and JIT. A consensus is emerging that these philosophies are not mutually exclusive, and some companies are beginning to mix and match different approaches to meet their particular needs. The design of hybrid production control systems requires the establishment of a theory of production control that embraces, but is independent of, the well‐defined philosophies of MRPII, OPT and JIT. Without such an understanding of production control there is no framework within which to build hybrid production control systems. Five universal principles of production control are set out, and it is shown how these principles can be used to construct the Integrated Production Control (IPC) Model. This model provides the conceptual framework necessary for the design of hybrid production control systems. The relationships of MRPII, OPT, and kanban, the classical JIT scheduling system, are explored, and areas of...
7 citations
TL;DR: In this paper, the authors discussed the key to competitive advantage in the CIM factory, including economy of scope, truncated product life cycle, multi-mission facilities, variety, as well as flexibility.
Abstract: Increased flexibility is discussed as the key to competitive advantage in the CIM factory. The treatment begins with the customer and works backwards to show how CIM technology affects competitive strategy – for example in economy of scope, truncated product life cycle, multi‐mission facilities, variety, as well as flexibility. Many of the CIM advantages can be best understood by considering it as an information system. Industrial examples are given to illustrate, and strategic principles for CIM are set out. The article concludes with a look at the future possible developments of CIM.
6 citations
TL;DR: In this article, the authors examined the options available to a company engaged in the manufacture of a range of sheet metal products, for which a flexible manufacturing facility has been installed, and investigated the possibility of implementing a condition-based approach to maintenance.
Abstract: The introduction of ever more complicated machinery and associated operating procedures is placing an increasing strain on the maintenance function. The options available to a company engaged in the manufacture of a range of sheet metal products, for which a flexible manufacturing facility has been installed, are examined. The introduction of this system has caused the company to examine its maintenance procedures, which are based on a traditional breakdown and repair approach, and has prompted an investigation into the possibility of implementing a condition based approach to maintenance. This investigation is presented here, together with a review of currently available options, and an outline of the planned move towards condition based maintenance.
6 citations
TL;DR: In this paper, the authors describe the reasons that make an integrated product-process approach necessary, including simultaneous product process design, attainment of flexibility in stable operating conditions, and variables connected with integrated design, concur in determining the applicative fields of the various automation typologies.
Abstract: The reasons which make an integrated product‐process approach necessary are described: also indicated are the aim of simultaneous product‐process design, attainment of flexibility in stable operating conditions, and variables connected with integrated design, i.e. the degree of product standardisation and the degree of process similitude, concur in determining the applicative fields of the various automation typologies (CNC machines, FMS, flexible transfers, rigid transfers, etc.).
6 citations
TL;DR: In this article, the issue of competitiveness in US manufacturing industry is addressed and the reasons for the decline and lack of competitiveness of US manufacturing companies after the Second World War are summarised and the present situation is described.
Abstract: The issue of competitiveness in US manufacturing industry is addressed. The reasons for the decline and lack of competitiveness of US manufacturing companies after the Second World War are summarised and the present situation – the application of new technologies and the globalisation of markets and competition – is described. These changes are placed in an operational context and it is concluded that the adoption of computer integrated manufacturing concepts and technology is essential as a driving force of corporate strategy to enable manufacturing industry to remain competitive or to regain competitiveness.
5 citations
TL;DR: In this paper, four company cases from the components industry are featured, outlining how these companies introduced various types of technological change to improve quality and integrate their manufacturing processes. The factors which led them to consider technological change and the ways in which they managed the process are outlined in relation to market pressures.
Abstract: In Britain there has been considerable growth in the small firms sector during the 1980s. Whilst some have been at the forefront of technological innovation, many others outside the high‐tech area have been more reluctant to change. Aspects of the role of small firms in the economy are noted and some of the helps and hindrances to technological innovation in such firms are reviewed. Four company cases from the components industry are featured, outlining how these companies introduced various types of technological change to improve quality and integrate their manufacturing processes. The factors which led them to consider technological change and the ways in which they managed the process are outlined in relation to market pressures. Their experiences point to the importance of human factors and training within strategies for change.
4 citations
TL;DR: In this article, the authors discuss the relevance of AMT at the strategic level, and conclude that the approach to AMT implementation determines the type of competitive gains to be expected.
Abstract: The article discusses the relevance of Advanced Manufacturing Technology (AMT) at the strategic level. Based on a research project involving 20 UK users of AMT innovation, the article concludes that the approach to AMT implementation determines the type of competitive gains to be expected. It was found that the competitive behaviour of AMT users tends to follow one of two rules: An aggressive competitive approach means that AMT is at the heart of competitive strategy, playing a specific role for cost, and differentiation objectives. A defensive approach means that AMT is limited to a local role for the provision of economic gains.
TL;DR: In this paper, the authors examined the use of structured rules in a large sheet metal-manufacturing facility to adjust the master production schedule to reflect changes in the anticipated demand and capacity.
Abstract: Aspects of work undertaken at a large sheet metal‐manufacturing facility are examined. The adoption of a new strategy involved the creation of a cell layout together with new systems of control. It is shown that the proper choice and use of appropriate scheduling rules have a considerable effect on performance criteria. With adequate resources and retrieval of information from the MRP system, the use of structured rules enables the master production schedule to be revised to reflect changes in the anticipated demand and capacity.
TL;DR: In this article, a methodology of integrating the functions of engineering design and manufacturing in a production environment is described, where a hybrid approach using quality function deployment (QFD) and multi-objective optimisation techniques is developed.
Abstract: A methodology of integrating the functions of engineering design and manufacturing in a production environment is described. A hybrid approach using quality function deployment (QFD) and multi‐objective optimisation techniques is developed. The purpose of this methodology is to alleviate the problem of uni‐directional flow of information and to eliminate the subjective decision making of the QFD approach.
TL;DR: For the first time the Associated Newspapers management are able to examine an Oracle based Management Information System (MIS) developed to collect data for management use.
Abstract: Associated Newspapers have recently moved to a new £150m production facility in the London Docklands development area. The new production plant is one of the most modern printing plants in Europe for newspaper printing. With a “greenfield” site the Associated Newspapers management were able to plan and purchase state‐of‐the‐art technology for all phases of their production processes. These include a computer‐controlled press management system, a publishing system, automatically guided vehicles, an automated warehouse and a plate‐making system. These five different computer based systems were integrated using local area networks; and an Oracle based Management Information System (MIS) developed to collect data for management use. A number of reports are automatically generated at shift end, while other ad hoc enquiries can be made using the standard Oracle facilities at any time, as the database is updated frequently by the MIS. For the first time the Associated Newspapers management are able to examine an...
TL;DR: For example, the MasterCam CNC programming system has been used to produce a wide variety of prototype parts with complex contours on CNC machine tools rather than building patterns by hand and casting the parts.
Abstract: Switching to the MasterCam CNC programming system has allowed Ford Motor Company research staff to produce a wide variety of prototype parts with complex contours on CNC machine tools rather than building patterns by hand and casting the parts. The advantages have been impressive. (1) The need to build patterns by hand has been eliminated, thus reducing the cost of the average prototype part by 75 per cent. (2) Lead time has been reduced from an average of three weeks for pattern making, mould making and casting to a typical 48 hours for programming and CNC machining; and (3) prototype quality has been greatly improved because the machined parts possess mathematically sound contours rather than hand filed approximations.
TL;DR: In this paper, the importance of an up-to-date software program that will cut decision-making time is shown, and the effects of new developments on the labourforce and labour unions are also compared.
Abstract: The key word with respect to computer‐aided manufacturing is “speed”. Almost all new developments in this high‐tech field centre on decreasing production time. First, the importance of an up‐to‐date software program that will cut decision‐making time is shown. Next, DOS extenders for 386 based systems offer increased speed but can be expensive. Finally, the effects of new developments on the labourforce and labour unions are also compared. All of these related topics are clearly enhanced by real‐life examples.