Computer Integrated
Manufacturing
By Mike Adams
Computer Integrated Manufacturing (CIM)
has become a popular term! But what is it? One definition: Groups of
manufacturing machines integrated by computer.
This narrow definition fails to tap the true potential of CIM. Some people
simply replace the acronym CAD/CAM (Computer Aided Design/Computer Aided
Manufacturing) with the more fashionable CIM; assuming that driving CNC
(Computer Numeric Control) equipment is the ultimate goal of CIM.
Integrating the design and manufacturing functions within a manufacturing
facility is a worthy goal, (In fact, automation is one of the strategies
inherent in a CIM implementation) but why stop there? The goal of CIM is and
should be to remove all the barriers between all the functions within an
operation; to encourage marketing, order entry, accounting, design,
manufacturing, quality control, shipping and all the other departments to work
closely together throughout the process. Tasks can be performed in parallel, not
in sequence. CIM can be a tool to link information to everyone who needs it in
order to make decisions or perform their jobs. In short, CIM is a method of:
Providing
the right information, at the right time, in the right place.
The right
information
What is the right information?
It is different for each activity in the operation. The information generated by
sales is further processed by order entry. The design department takes this
information, uses it to create new data and passes it all on to the shop floor
for manufacturing. During manufacturing, while the actual products are produced,
new data is collected and fed back to the other departments. Quality Control
then takes the products produced and compares them to the design specifications.
This new information is perhaps used by design in future products. The products
are then shipped using information generated in order entry and reports back to
accounting. Accounting takes the information generated by shipping and all the
other departments and generates reports to management. Each task in
the operation requires individual information. So what’s new? The goal of CIM
is to provide that information by linking each task by computer, giving each
decision maker ready access to the information he or she needs.
At the right time
What is the right time? Now.
In order to be competitive, businesses are increasingly having to meet deadlines
that would have been impossible not long ago. If this trend continues, I predict
that by the year 2000, we will be required to deliver products before the
customer places the order! (Just kidding) But up-to-date, real time information
reflecting the actual state of the operation is required by each department in
order to do their jobs as quickly as possible. How many times have we seen
designers and machine operators waiting for information needed to complete the
current task? One of the goals of CIM is to eliminate these delays. CIM can also
allow some of the tasks in the process to be performed in parallel instead of in
sequence.
In the right place
What is the right place?
Wherever the work is being performed. As the cost of computing power continues
to drop, it is possible to insure that everyone who needs the information can
access it immediately. Networking PC workstations together gives each individual
the ability to get information at or close to their workplace. CIM
involves all activities in the production of the product. Every action involved
in these activities uses data, whether textual, graphic, or numeric. The
computer is today's primary tool for manipulating and using data. Within the
past two decades the computer's ability to store and manipulate data has
increased by several orders of magnitude. More importantly, computing techniques
now permit analysis and solution of problems never before possible.
In some operations, a CIM process may be fully automated, with computers and
machinery controlling the entire production process However, computer-integrated
manufacturing is more typically employed at a level short of total integration.
How
important is CIM?
A 1992 survey of U.S.
manufacturing executives conducted by Industry Week magazine revealed that over
81% rated CIM as either `essential,' or `very important.' The survey also showed
that over 65% of those surveyed thought CIM was `...an important cornerstone for
world-class manufacturing. (April 20, 1992 "The CIM Evolution,"
Industry Week, John H Sheridan) As competition increases, manufacturing firms
must seek every advantage in the continuing struggle to succeed, if not simply
survive. CIM is emerging as a key to competitiveness. Factories have been
estimated to spend approximately 75% of the time handling information and the
remainder manufacturing their products. Obviously superior information handling
is the way to reduce manufacturing time. Improved accuracy and time savings can
translate into reduced cost and process time for operation. Responsiveness is
improved and turnaround times can be decreased.
CIM as a process
A CIM program is constantly
changing as your business changes. Many companies have already implemented a CIM
program. As I mentioned above, however, most CIM programs are only partial,
integrating islands in the production process. CIM must be thought of as a
strategic policy within a company. The commitment involves carefully analyzing
the operation at frequent intervals and deciding whether to further integrate a
new portion of the operation.
Is CIM in your
future?
If your company does not have
a CIM program, and is growing, the answer is probably yes. But like TQM (Total
Quality Management), SPC (Statistical Process Control), and ISO9000, CIM
requires a commitment at all levels of the company. It can be costly, and can
require changes in policies that may be difficult for those accustomed to the
old methods to accept. For example, information that used to be considered
confidential by one department may now be readily available to other
departments. In my opinion, this leads to more informed decisions within an
organization. However, the transition may be difficult.
How to start
While it may be extremely
difficult to accomplish total computer integration of an organization, any level
of integration is better than none. My recommendation would be to look for areas
that could be improved by integration. A good example is the CAD/CAM area, and
perhaps this is why many companies began integration efforts there. The design
information is essential when using automated equipment, and the most efficient
way to get that information to the manufacturing equipment is via a Local Area
Network (LAN) With the newer operating systems on PC workstations, it’s
relatively easy and inexpensive to create a peer to peer network. The
information created in design is then readily available to the manufacturing
personnel to load the data into the manufacturing equipment.
The most obvious example of this is a dieboard laser. But there are now many
more types of equipment that use this design data. Diemaking operations or
diecutting operations with diemaking facilities may have lasers, CNC milling
equipment, samplemakers, waterjet cutters, CNC jigsaws, plotters, and rule
bending and processing equipment. Diecutters may have step and repeat equipment,
folder/gluers, and presses that integrate with the design system.
All these functions as well as data collection, SPC, and TQC systems can be
networked together with the accounting system to produce any level of
integration the company desires. While CIM can be costly to implement, difficult
to transition, and require a total commitment, the benefits are clearly seen in
increased quality, faster work flow, and cost reductions.
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