Advanced Manufacturing Technology

Module 1.3
Computer Integrated Management
Part 2

© Dr. R.Siriram 15 November 2005

 design of advanced
manufacturing manufacturing
systems systems
control design of assy
systems and facility
layout
mechanisation of
manufacture
CIM 1 & 2

robot principles
application of PLCs
in manufacture
CAE 1 & 2
 Typical element of a CIM system
CIM system

• manufacturing planning & control

- MRPII, MRP, CRP, shop floor control, inventory control, …

• manufacturing engineering
- CAD/CAM, CAPP, coding & classification, …

• manufacturing processes
- NC/CNC/DNC, FMS, robots, material handling systems, …

• indirect elements:
- sales order processing (& marketing)
- finance & accounting
 What is CIM?

• The integration of business, engineering,

manufacturing and management information
that spans company functions from
marketing to product distribution.
• “CIM is a unified network of computer systems
controlling and/or providing information to the
function of a manufacturing business in an integrated
way”. (Thomas, 1986)

• “Computer integrated manufacture (CIM) refers to the

integrated information processing requirements for
the technical and operational tasks of an industrial
enterprise”. (Scheer, 1986)

• “… CIM relates to the use of computers for integrating

the flow of information to aid the overall control of a
manufacturing unit. …”. (Parnaby et al., 1986)
• “CIM is a philosophy rather than a specific system or
set of applications…” (Lung, 1988)

• “CIM is a strategy for winning in manufacturing…”

(Dutton, 1986)

• “CIM is concerned with the integration of commercial,

financial, engineering and production systems to
improve responsiveness, quality, cost and
competitiveness… The CIM vision is one of total
business integration with no local, departmental
systems, no data that is duplicated unnecessarily,
and no barriers between different functions”.
(Luscombe, 1993)
The CIM Wheel
computer integrated manufacturing (CIM)

computer integrated business (CIB)

computer integrated enterprise (CIE)

CIM… cIM
The development (evolution) of CIM
 The changing manufacturing and
management scene

CAM CAPP EDI CIM VM

CAD CAE PDM
ROBOTICS DNC AMT CE/SE
NC FMS CNC FMC AM
CAPM MRP OPT MRPII
GT JIT TPM WCM
LM
QC QA TQM

1960 1970 1980 1990

 

The CIM Jigsaw

 1960s 1990s

philosophy production led market led

techniques simple complex
product range narrow wide
tooling dedicated flexible
fixed costs low high
labour costs high low
product life cycle long short
competition national global
customers stable demanding
inventory order point just-in-time
pricing cost plus market driven

Change in manufacturing emphasis, after Scott (1994)

 Why CIM?

• External Challenges
- niche market entrants
- traditional competition
- suppliers
- global economy
- cost of money
- customers
 External Challenges

New/niche
market entrants

Costs of
money

Global
economy

Customers

Traditional
competition Supplier
 Internal Challenges
- Analyse every product and agree on the order-
qualifying and order winning criteria for the current
market conditions for every product

- For every product, project the order winning criteria in

the market in the future

- Determine the fit between the criteria necessary to

succeed in the market place and the current capability
in manufacturing

- Change or modify either the marketing goals or the

manufacturing process choices and infrastructure to
force internal consistency
 Meeting the internal challenges (1)
Manufacturing standards
Attribute World-class standard US average
Set up time
System < 30 minutes 24 hours
Cell < 1 minute
Quality
Captured 1500 ppm 3-5%
Warranty 300 ppm 2-5%
Cost of quality 3-5% 15-25%
Manufacturing/total space > 50% 25-35%
Inventory
Product velocity > 100 turns 2-4 turns
Material residence time 3 days 3 months
Flexibility 270 parts 25 parts
Distance 300 feet > 1 mile
Uptime 95% 65-75%
 Meeting the internal challenges (2)

• Set-up time
• Quality
• Manufacturing space ratio
• Inventory
• Flexibility
• Distance
• Uptime
 Co-ordination & Organisation of data
COMPANY

Quality Technical Manufacture Marketing Financial Personnel Planning

Quality Purchasing Workshops Sales Market Budgeting Financial Records Forecasting

control research control control and OR
Planning Education
Inspection & Training O&M
Control
Foundry Servicing Publicity Standard Inventory Recruiting
Progress
costs
M/c shops Invoicing Industrial
Rate fixing relations
Records
Assembly Distribution Credit
Stores Safety
Account
Dispatch
Data
processing

R&D Engineering Manufacturing

engineering Wages
Design
Process
DO planning

Jig and
fixture

NC coding

The hierarchical structure of companies

 Co-ordination & organisation of data (2)

• Elimination of paper and the costs associated with its use

• Automation of communication within a factory
and increase its speed
• Facilitate simultaneous engineering
• Computers in engineering
Concept of Integration
Islands of Automation & Software
Designer creates geometry

CAD
Drawing
of part CAD
geometry

Manual geometry NC Package

APT commands
specification
Includes
tooling
and
Part program
cutting
(punched on to
technology
cards and verified)
database

APT processor

CL file
Data link
Post-processor Plot
for machine
NC tape is
Manually loaded
Machine Machine
1960s 1980s
Developments in NC tape generation
Dedicated and Open Systems

Manufacturing Automation
Protocol (MAP)
The need for integration & standardisation

• General Motors (GM) [circa 1980’s] recognised

- NEW CAD/CAM system OR robot OR data collection system
- REQUIRED new cabling and networking facilities
- DIFFERENT vendors… DIFFERENT implementation
requirements
- only 15% (approx) of 40 000 shop floor devices
communicated beyond their own processes
- 40% of total investment used in communication related
activities

• Ford (1995/96)
- moved to single (reliable) supplier of CAD systems rather
than pursue “mix & match” strategy
 Stages of CIM development:

• computerisation of function
• islands of automation
• interfacing
• integration

Note: advances in computing, information technology,

database technology, communications, etc. have supported
(or pushed?) the development of CIM.
 Some (claimed) benefits of CIM:

• reduction in direct costs

• reduction in engineering costs
• reduction in manufacturing lead time
• reduction in pre-production lead time
• quicker response to market changes
• reduced inventory
• improved quality
• more effective management control of the business
 IT spend in UK manufacturing:

• Computers in Manufacturing survey 1995

(Benchmark Research)
• total IT spend for 1995 = £2.64 billion
- 53% manufacturing applications
- 47% financial, office, sales & marketing, personnel,
communication systems
• breakdown of 53% manufacturing applications
- “MRP” systems (25%)
- shop-floor control (SFC) (9%)
- CAD/CAM (13%)
 The Problem & a Solution

Standards
• Design and manufacturing lead time by product
• Inventory turns by product
• Set-up times on production equipment
• Output/productivity by product/employee
• Total quality and level of rework
• Number of suggestions by product for
improvements per day per employee