Computer Integrated Management

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Computer Integrated Management
Module 1.2 Computer Integrated management Part
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Overview

• Definitions
• AMT classifications
• Data base management and CAD/CAM/CAPP
• Benefits and Risks
• Enterprise engineering
• Changing enterprises
• Entegrated change processes
• Challenges facing organisations
• Information and Knowledge drivers
• Operation of Firms
• Whole business simulator

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Definition

• CIM is concerned with the integration of
  commercial, financial, engineering and production
  systems to improve responsiveness, quality, cost
  and competitiveness
• Luscombe (1993)
• The CIM vision is one of total business
  integration, with local, departmental systems, no
  data is duplicated unnecessarily, and no barriers
  between different functions.

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Data Base Management
Commercial cell
Marketing cell
Database management system
Design cell
Manufacturing cell
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AMT Classifications

• AMT classifications include engineering,
  manufacturing and business planning systems.
• Engineering CAD, CAM, CAPP, which are generally
  the first type of AMTS to be implemented
• Manufacturing robots, FMS, automated materials
  handling etc.
• Business planning ssystems MIS, ERP, etc

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AMT Classifications
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CAD CAM Interfaces
Interactive CAD system
Drawing and process Planning system
Interface
Machining data bank
NC Machine Control system
Interface
Interface
Capacity planning and scheduling system
Estimating system
Interface
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Computer Aided Process planning and estimating
Conceptual design layout
Manufacture
Capacity planning scheduling
Component detail drawing
Preparation for MRP input
Operations planning selection of machines
processes
Preparation of process plan
Detailed methods study selection Of tools and
fixtures
Time and costing
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Application of CAD/CAM Software packages
BOM information
MIS Software
Driver
CAD Software
Driver
BOM request
Process plan
Process plan request
CAPP Software
Driver
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Benefits and risks of manufacturing technologies

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Enterprise Engineering
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Enterprise Engineering
The challenges of change
Integrated change processes
Strategic visioning
Business Process re-engineering
Enterprise Engineering
Continuous process improvement
Information Engineering
Re-engineering the IT function
Readiness Assessment
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Enterprise Engineering

• A set of integrated change processes
• Based on sound principles
• With sufficient power to transform large,
  complex organizations

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Changing Enterprise

• Shorter windows of opportunity
• Faster redesign of products
• Extended Enterprise (EDI, E-business)
• Participative management (Emotional
  intelligence)
• Empowered workforce
• Entrepreneurship
• Growth of high tech countries, transnational
  business and global economies

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Integrated Change Processes
Overall change is vision
Continuous business change
Radical business change
Leveraging business Change with technology
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Integrated Change Processes
Strategic visioning
Continuous process improvement
Business process Re-engineering
Information engineering
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Challenges facing organizations

• External challenges facing organisations
• Niche market entrants
• Traditional competition
• Suppliers
• Global economies
• Customers
• Internal challenges facing organisations
• Order winning criteria for every product
• Determine the fit necessary for market success
  and the current organisational capability for
  every product
• Continually modify or change either the marketing
  goals or processes and infastructure to force
  internal consistency

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Challenges facing organizations

• Alignment of technological strategy and business
  strategy
• Technological investments and return on
  investment
• Technological discontunities
• Competence enhancing and competence destroying
  technologies
• Competencies for technology management
• Creating competitive advantages through
  technological implementation

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Operation of firms and their data

• Marketing
• Sales and customer order servicing
• Engineering
• Engineering release control
• Manufacturing engineering
• Research and product development
• Manufacturing development
• Facilities engineering

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Information Drivers

• Learning organizations
• Developing absorptive capacity I.e. the ability
  to learn
• Developing the capacity to learn I.e. key
  functions for
• Gathering and channeling information
• Championing new ideas and projects
• Project champions for driving ideas and projects
  until successful completion

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Knowledge drivers

• Knowledge management
• Tacit and explicit knowledge
• Tacit Knowledge-knowledge that can easily be
  shared and deeply rooted within individuals
• Explicit knowledge-knowledge that exists in
  systems, procedures, methods and routines
• Information flow and knowledge transfer
• Within and between firms
• Organizational structures

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Knowledge drivers

• Managerial capabilities
• Competence of managers in accessing technological
  requirements
• Organizational processes

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Operation of firms and their data

• Production planning
• Master production scheduling
• Material planning and resource planning
• Purchasing
• Production control

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Operation of firms and their data

• Plant operations
• Material receiving
• Storage and inventory
• Manufacturing processes
• Test and inspection
• Packing, dispatch and shipping
• Plant site services and maintenance

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Operation of firms and their data

• Physical distribution
• Physical distribution planning
• Physical distribution operations
• Warranties, servicing and spares

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Operation of firms and their data

• Business and financial management
• Company services
• Payroll
• Accounts payable, billing and accounts
  receivable
• Cost accounting
• Financial planning and management
• Strategic planning

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Operation of firms and their data
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Whole Business simulator

• Architecture of the WBS model consists of
• Customer model/demand generator
• The design function
• Production engineering
• Material requirements planning
• Suppliers
• Manufacturing operations
• Ancillary cost generators and an accounting
  system