Computer - integrated manufacturing handbook /

Editorial
McGraw-Hill
ISBN
0-07-100349-5

Contents

Contributors Preface xiii

PART ONE INTRODUCTION

ONE CIM Industry Overview

1.1 Introduction

13

1.2 The Pressure of the Pyramid 14

1.3 The Prerogatives of the Priesthood 1.6

1.4 The Personality of the Powertools 1.6

15 The Powerlessness of the Person

1.6

1.6 Plucking Productivity from the Jaws of Organization

1.7

1.7 Technology. Is It Ready for CIM? 1.8

1.8 Does CIM Require Solids? 1.9

1.9 Islands Are Growing 1.9

1.10 CIM-Related Products

1.10

1.11 CIM's Tomorrow 1.11

1.12 Implementing CIM 1.12

TWO Case Studies

2.1 Introduction 1.13

2.2 Electronics Manufacturing at Xerox 1.15

2.3 Plant Description 1.16

2.4 The Evolution of CIM at. Electronics Division Manufacturing

2.5 Summary 1:24

THREE Obstacles to Computer-Integrated Manufacturin

3.1 Introduction 1.25

3.2 The Current State of the Discrete Manufacturing Environme

3.3 The Discrete Manufacturing Industry Level

1:30

3.4 The Manufacturing Company Level
3.5 The CIM System User Level 1.33

1.34 3.8 The CIM System Vendor's Level

3.7 The University and the Federal Government Level 135

38 Conclusions 1.36

FOUR Future Trends and Developments

4.1 Concept of the Future CIM System 1.37

4.2 Socioeconomic Drivers toward Future CIM 1.40

4.3 The Long-Term Goat Realization of Full CIM Strategies for Accomplishmen 1.46

of the Goal

4.4 Technologicel Forecasts 1.50

4.5 A Technological Vignette of the Factory of the Future 1.53

References 1.54

PART TWO COMPONENTS

ONE Production Definition: The Role of CAD/CAM in CIM

1.1 Why Is a Strategic Direction for CAD/CAM Important?

2.57

1.2 CAD/CAM's Impact on Resource Allocation 2.59

1.3 Directing the Planning Process 2.66

1.4 Implementing the Strategic Planning Process 2.66

1.5 A Suggested Planning Methodology 2.68

1.6 Management Responsibilities

2.78

TWO Group Technology

2.1 Background 2.80

2.2 Classification and Coding

2.3 Manufacturing Applications

2.85

2.4 Applications of Group Technology

2.95

2.107

2.5 The Future 2.113.

THREE Process Planning

3.1 What Is Process Planning?

3.2 The Process Planner

2.116

2.115

3.3 Methods 2.117

2.118

3.4 Group Technology

3.5 Computer-Aided Process Planning 2.118

3.6 CAPP, CADD/CAM, and CIM

2.120

3.7 The Future 2.120

FOUR Numerical Control Systems

4.1 Programmable Automation and Computer-Integrated Manufacturing

4.2 Structuring an NC System

2.127

4.3 NC Programming Requirements 2.138

4.4 Tool Management 2.144

4.5 Planning for Shop Floor Automation 2.147
FIVE Robotics

mplishment

2.80

2.115

5.1 Introduction 2.149

5.2 Programming Methodology

2.150

5.3 Programming Languages and Controller Technology 2.155

5.4 Positioning Performance Characteristics

2.158

SIX Material Requirements Planning and Inventory Control

6.1 History 2.166

6.2 Current State of the Art 2.168

6.3 Where Are We Going? 2.212

6.4 Summary 2.214

References

2.215

Bibliography

2215

SEVEN Production Planning and Control

7.1 Introduction 2.216

7.2 Evolution of MRP 2.217

7.3 The Future 2.224

7.4 CAD/CAM 2.225

7.5 Manufacturing Professionalism

2.226

Bibliography 2.227

EIGHT CIM and Communications

8.1. Introduction 2.228

8.2 History 2.231

2.232

8.3 Local Area Networks

8.4 Network Components 2.233

8.5 Systems 2.237

8.6 Served Components

2.238

8.7 Implementation

2.239

8.8 Management 2.241

B.9 Vendors 2.241

8.10 Standards 2.242

8.11 Trends and Future 2.244

8.12 Conclusion 2.244

NINE The Role of Materials Handling

9.1 Introduction

2.248

9.2 The Technology 2.249

9.3 Materials-Handling Applications 2.258

9.4 Conclusion 2.263

TEN The Role of Quality in CIM

10.1 Introduction 2.266

10.2 Quality Defined

2.267

10.3 The Cost of Quality 2.269
10.4 Quality in the United States 2271

10.5 CIM's Role in Quality 2.273

10.6 Process Planning 2.276

10.7 Production Planning 2.277

10.8 Material 2.278

10.9 Factory Floor 2.278

10 10 Factory Support 2.281

10.11 Field Support 2.281

2.282 10.12 Conclusions

Bibliography

PART THREE PLANNING FOR CIM

ONE Getting Started

11 Introduction 3.285

1.2 The Prerequisites 3.286

1.3 Understanding the Firm as It Exists Today 3.288

1.4 Developing the Plan 3.289

1.5 Some Guidelines 3 295

1.6 Conclusions 3 296

TWO Technology Management and Factory Automation

2.1 Introduction 3.296

2.2 Cost-Benefits Analysis

3.299

2.3 Cost-Benefits Tracking 3.309

THREE Planning for a Competitive CIM Environment

3.1 Introduction 3.313

3.2 Cost-Effective Implementation 3.314

3.3 Key Aspects of the Implementation Process 3.319

3.4 Management Considerations 3.320

3.5 CIM Planning and Implementation Process 3 324

3.6 Eight Design Steps

3.326

3.7 Conclusions

3.350

Acknowledgments

3.351

References 3.352

PART FOUR IMPLEMENTATION AND MANAGEMENT

ONE An Approach to CAD/CAM Integration

1.1 Introduction 4.357

1.2 Issues in CAD/CAM Integrations 4.358

1.3 IPAD Approach to CAD/CAM Integration

4.361

1.4 Technology Transfer Mechanisms

4.381

1.5 IPAD Products and Their Uses 4.385
1.6 Pranities for Future CAD/CAM Technology Development 4.366

1.7 Management Issues

4.390

1.8 Concluding Comments

4.391

TWO Considerations for Successful Implementation: Controls, Feedback, Benchmarking

2.1 Introduction 4.393

2.2 Defining Objectives 4.394

2.3 Organizing for CIM Development

2.4 Identifying CIM Needs 4.399

4.397

2.5 CIM Project Management 4.402

2.6 Implementation Control and Feedback 4.406

2.7 Benchmarking CIM Success 4.411

2.8 Conclusion 4.414

THREE The Economics of CIM

3.1 Introduction 4.415

3.2 Strategic Benefits of CIM and Accounting Measures References 4.434

4.421

Annotated Bibliography 4.434

Preface

CIM-computer-integrated manufacturing-can be achieved today. There are no technological obstacles to overcome before we can build computer-controlled factories that "run themselves." Automation professionals have little difficulty in designing fully automated facilities.

So why are there not more of them? Because the goal is easier to define than the process for attaining it. All manufacturers have an investment in plant and people, and it is not at all obvious what is to become of them under CIM.

There are many current efforts to refine system analysis methodologies for use in the factory. Before automation can be implemented, an organ-ization must understand what it currently does, what it will do under automation, and the steps leading from one situation to the other.

Ignorance of how manufacturing organizations really work is the most troublesome obstacle to CIM. Our problem is that we don't know what we're doing! That is, workers know their jobs and managers know what they're supposed to manage-but the details of individual operations, and their interrelations, are hidden from company strategists by sheer numbers and by the pressure to produce.

On the other hand, although defining a "factory of the future" with current technologies is not difficult, nuts-and-bolts implementation must confront the issue of obsolescence. Since the change process will take time, how can the agents of change set a course that will avoid having to discard the new equipment before it is installed?

Implementation of CIM requires an appreciation of the way things are, a vision of how they are to be, and a clear plan for getting "from here to there" with minimal trauma to the manufacturing organization and its people.

The Gulliver that is CIM must be tied down by many small strings, including technologies, methodologies, and the experiences of others, an-chored to the stakes of common sense. An overview, some case studies,

Ingeniería en Tecnologías de la Información y Comunicación