Download Computer Integrated Manufacturing Handbook by V. Daniel Hunt (auth.) PDF

By V. Daniel Hunt (auth.)

Manufacturing has entered the early levels of a progressive interval attributable to the convergence of 3 robust developments: • The quick development and unfold of producing features around the world has created extreme pageant on a world scale. • The emergence of complex production applied sciences is dramati­ cally altering either the goods and methods of contemporary manufac­ turing. • alterations in conventional administration and hard work practices, organiza­ tional constructions, and decision-making standards symbolize new assets of competitiveness and introduce new strategic possibilities. those developments are interrelated and their results are already being felt through the u.s. production group. destiny competitiveness for manu­ facturers world wide is determined by their reaction to those developments. in line with the new functionality of u.s. brands, efforts to answer the demanding situations posed by way of new pageant, expertise, and managerial possibilities were sluggish and insufficient. household markets that have been as soon as safe were assailed through an increasing number of international rivals generating top of the range items at low costs. In a few parts, reminiscent of employment, capability usage, learn and improvement costs, and capital funding, tendencies in u.s. production over the past decade were adverse or haven't stored velocity with significant overseas rivals, equivalent to Japan. there's massive facts that many u.s. brands have ignored the producing functionality, have overemphasized product improvement on the price of procedure advancements, and feature now not all started to make the changes that may be essential to be competitive.

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The greater the investment in production facilities and the associated fixed costs, the higher the break-even rate of capacity utilization. Consequently, cost savings expected from more capital-intensive production systems at high levels of utilization must be balanced against higher average unit costs as seasonal and cyclical fluctuations reduce average capacity utilization. This dilemma involves price volume flexibility, but the lesson is applicable to all four types of flexibility. Significant planning is required to achieve optimum flexibility; ad hoc programs and investments will be counterproductive.

Eliminating them as separate departments would be impractical-the various types of expertise will still be needed-but, with increasing computerization and communication capabilities, information on each area will be widely available and close cooperation will be essential. This cooperation often is likely to be accomplished through working groups of people from different departments. They will include permanent groups to ensure long-term integration of ideas and temporary groups designed to address specific projects.

Many employees, however, will be unable to adapt to a new environment that requires more skills, knowledge, and responsibility. Following this shakeout, however, it will be feasible and advantageous for employers to provide strong job security for a core group of employees. This core group would be capable of handling daily operations, and subcontracted temporary workers would be hired to meet surge demands. The Need for computer-Integrated Manufacturing 39 These temporary crews would perform specific duties that do not require extensive knowledge of the company's operations.

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