Computer Integrated Manufacturing

Paper Summary:

In this article, the writer explains that the CIM philosophy encompasses a variety of facets from enterprise resource planning, to management tools, to planning tools, to activities on the organization's manufacturing floor. The writer notes that the end goal for the adoption of this philosophy is to increase organization effectiveness and efficiency as a means of improving competitiveness. Whether this specifically addresses an organization's need to reduce lead times, improve productivity, or reduce costs, the philosophy of CIM integrates computer technology to meet these organizational goals. This paper covers the historical need for CIM implementation in Asia, North America and Europe. In addition, the difficulties in implementing CIM are discussed, including the barriers to CIM, management perception and attitude, lack of planning, and how organizational structure can negatively affect integration. CIM implementation is reviewed followed by specific examples of CIM in the apparel industry and concluded with a comparative analysis of CIM in Asia, North America and Europe.

Outline:
Abstract
Introduction
Historical Need for CIM
Difficulties in CIM Implementation
CIM Implementation
CIM in the Apparel Industry
Comparative Analysis of CIM in Asia, North America, & Europe
Conclusion and Future Direction for CIM

From the Paper:

"The CIM philosophy encompasses a variety of facets from enterprise resource planning, to management tools, to planning tools, to activities on the organization's manufacturing floor. The end goal for the adoption of this philosophy is to increase organization effectiveness and efficiency as a means of improving competitiveness. Whether this specifically addresses an organization's need to reduce lead times, improve productivity, or reduce costs, the philosophy of CIM integrates computer technology to meet these organizational goals. This paper will over the historical need for CIM implementation in Asia, North America and Europe. In addition, the difficulties in implementing CIM will be discussed, including the barriers to CIM, management perception and attitude, lack of planning, and how organizational structure can negatively affect integration. CIM implementation will be reviewed followed by specific examples of CIM in the apparel industry and concluded with a comparative analysis of CIM in Asia, North America and Europe."

Sample of Sources Used:

• Bosch turns to Toyota system for logistics. (2006 Aug 12). Businessline. Retrieved November 19, 2006, from ProQuest database.
• Computer integrated manufacturing. (2006 Nov 14). Retrieved November 19, 2006, from http://en.wikipedia.org/wiki/Computer_Integrated_Manufacturing.
• Gerovitch, S. (2003). "Automation." Encyclopedia of Computer Science. Retrieved November 19, 2006, from Xrefplus database.
• Hardaker, G., Ahmend, P., & Graham, G. (1998). An integrated response towards the pursuit of fast time to market of NPD in European manufacturing organizations. European Business Review, 98(3). Retrieved November 19, 2006, from Emerald database.
• Industrial robots. (No date). Retrieved November 19, 2006, from http://www.reference.com/browse/wiki/Industrial_robot.

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