A critical investigation of Industry 4.0 in manufacturing: theoretical operationalisation framework

Increasing global competition on product quality and production costs, and the need for flexibility in production petition for transformed production processes which enable high level of connectivity and integration between business processes and systems. Much of the conventional computer- integrated efforts and advanced manufacturing technologies are limited in scope and restricted to only some organisational areas. Such limited scope, which stems from limited connectivity and integration between manufacturing and enterprise systems, confines the achievement of full potential of these systems within manufacturing. Industry 4.0, characterised by computing developments, can create a platform for addressing integration challenge through enabling comprehensive connectivity. Hence, this paper, through following deductive research paradigm and using systems theory as the theoretical base, aims to investigate recent academic research and industrial reports in the area of Industry 4.0 and smart manufacturing to provide detailed insights on execution of Industry 4.0, and to propose a theoretical framework for operationalisation of Industry 4.0 in manufacturing.     

A low-cost approach to computer-integrated manufacturing in a small chemical unit

Many firms are considering CIM as a means of reducing costs and increasing quality. Sometimes, however, a major problem in this kind of project seems to be the high investments involved. In this paper a methodology for developing a low-cost CIM application is presented. The proposed methodology was successfully experimented in a small chemical unit of one of the leading producers of nylon in the world. The paper reports on the design and implementation of the computer-integrated manufacturing and the associated costs and benefits.     

Production planning and control within a CIM environment: some current developments and requirements for the future

Abstract. This paper considers the integration problems associated with incorporating production planning and control (PP&C) systems within CIM; these problems are typically not differentiated from functionally related problems, and have in the past received relatively little attention. The on-going emergence of a number of standards relevant to manufacturing software systems provides an opportunity to assess the current situation with regard to proprietary PP&C systems and to suggest ways forward towards ‘seamless’ integration of PP&C within the CIM environment. The problems arising from conventional integration approaches are briefly described, and the concept of a simplifying ‘integration platform’ is introduced; the three-schema information architecture is presented as part of this ‘integration simplification’ approach. Current and developing PP&C systems are assessed against a number of information system integration criteria, and the results of a small survey of proprietary packages are presented. The paper concludes that information must be regarded as an enterprise-wide asset, rather than belonging to individual software applications, and that the adoption of relevant standards will enable seamless integration within a three-schema architecture. An increasing number of proprietary packages are adopting standards and methodologies which ease the integration problem significantly.     

Flexible manufacturing in Europe

Considerable interest has been shown in computer-integrated systems as a means of dealing with some of the competitive challenges facing European manufacturers in the 1990s. In this paper, John Bessant and Bill Haywood review some experience with one example of such technology-flexible manufacturing systems - drawing particularly on research in the UK, the Federal Republic of Germany and Sweden.     

过程系统管理与技术的综合集成

在激烈的市场竞争中,过程企业不仅要重视技术、更要加强管理,实现全局优化运行。提高过程企业的市场竞争能力必须全面综合集成人、组织、战略管理、经营管理、过程管理及信息自动化技术等因素。本文以石化企业为背景,对过程企业面临的问题及发展趋势进行了分析,并且对过程企业管理模式、过程企业的体系结构以及过程集成与优化技术进行了探讨。     

Taxonomy of ERP integrations and performance outcomes: an exploratory study of manufacturing firms

Building and deploying network capabilities of firms are crucial for sustaining competitive advantage. Enterprise resource planning (ERP) systems are useful to enhance such network capabilities thorough effective information flows. Their intended goals are measured in terms of production costs, operational flexibility and supply chain performance outcomes. However, the impact of ERP system implementation on firm performance has been reported as somewhat inconclusive. This study contends that a missing link in the story is the scope and extent of ERP system implementation after investigating how the extent of ERP integration is associated with the performance outcomes of manufacturing firms. The study also posits that restructuring in the organisation and supply chains are positively associated with manufacturing performance. Since ERP often entails restructuring in an organisation and supply chains, it is anticipated that restructuring plays an important role in inducing positive impact of ERP implementation to the firm. Using a global sample of 641 manufacturers, this research identifies four distinct ERP systems integration patterns, epitomised by different extents and directions of integration, and finds a significant association among the broadest degree of ERP systems integration, restructuring and plant performance improvement. The empirical results also show that restructuring takes place most actively in a firm that implement ERP with widest scope and scale.     

An examination of the ISO 9001:2000 standard and its influence on the integration of management systems

Abstract

Analysis of the literature and examination of the various models of integration and testing in the field, have revealed five key issues relating to management system integration. This paper examines the recently published ISO 9001 : 2000 quality management system standard to see how it addresses these issues, under the headings of compatibility, scope and organizational culture. The examination reveals that while compatibility with the ISO 14001 and OHSAS 18001 standards has been improved in some areas, a different approach and model of a management system has been used. The paper suggests that differences in the scope of the standards are also likely to give rise to different sub-cultures which will hinder integration, and scope and culture are more important than compatibility. This leads the authors to conclude that new models of integration should be based on an approach and definitions which can be used in any management system, as well as an integrated one. Models of an integrated management system should also emphasize the need for no significant differences in the scope of the integrated systems, and a strong culture which supports the main requirements of TQM.     

Computer integrated manufacturing applications in an automotive factory

Abstract

System integration is critical to development and implementation of CIM (computer integrated manufacture). This paper outlines the elements of the CIM system implementation strategy and deals with the representation of CIM implementation stages in TO FAS; which is a car manufacturing factory. In TOFA?, a pilot CIM project has been completed with success and other projects are in the development phase.     

A Framework for Examining the Interface between Operations and Information Systems: Implications for Research in the New Millennium*

Even though much research has been published in operations and information systems, both functional areas find their roots in other disciplines. While operations management evolved from operations research in the 1960s, the field of information systems is of more recent vintage and traces its original roots to computer science. Both disciplines now naturally have come closer together as information and process-technology-based changes force manufacturing firms to become more efficient and customer focused. Market and technology-driven e-commerce initiatives that are likely to dominate business strategies in the future cannot be successfully achieved without a successful integration of operations and information systems. In this paper, we present a unifying framework that can be used to better understand the management of the functional interface between operations and information systems. We also categorize and highlight the contributions of the articles that appear in this special research focus issue. Finally, research directions that emerge from our understanding of this interface are outlined in an effort to stimulate further thinking and research that can advance our knowledge of this interface area.     

Selection of methods,techniques and tools for system analysis and for the integration of CIM-elements in existing manufacturing organizations

Abstract

Implementation of computer-aided and integrated manufacturing systems requires one to consider all areas of the company in order to ensure a homogeneous and continuous evolutionary system development. Therefore, planners of computer integrated manufacturing (CIM) systems need a concept to come to a coherent selection of methods for those system development. In this paper a concept is introduced which allows an interdisciplinary team of system developers (engineers, industrial economists, personnel economists) a coherent choice of methods for system development. As examples, three methods applicable to the problem of CIM-implementation into organizations are evaluated.     

The facets of group technology and their impacts on implementation—A state-of-the-art survey

The recent use of the Group Technology concept of grouping parts into ‘families’ has received much notice due to the integration of this technique with the varied technologies of computer integrated manufacturing. This is but one of the facets of Group Technology, which is essentially a set of techniques and operating policies designed to improve the operational efficiency of manufacturing. With the exception of the parts grouping concept, the many facets of Group Technology have been largely neglected. This paper presents a survey of the literature on the concepts of Group Technology, attempts to categorize these topics in a natural manner, and link the processes, technology and experiences together. This paper reviews the problems addressed and the optimal and heuristic solution methodologies suggested in the literature. The conclusion indicate various areas and topics for future research/implementation activities.     

Multimedia in manufacturing

Multimedia is promoted as the technology for the future from the perspective of applications and its role in improving enterprise integration and management effectiveness. As yet few useful applications are found in business and manufacturing. Nevertheless, a growing number of businesses are looking to multimedia for real-life business solutions. Computerized production management systems have enjoyed the same growth and popularity as the personal computers and workstations on which they run. The application of multimedia in various functional areas of manufacturing such as marketing, design and engineering, production and distribution has tremendous potential, taking into account its capacity to integrate text, drawings, full-vector graphics, and full-motion video. Multimedia can also be used as an open development framework for manufacturing applications, especially in CAD, CAE and CAM, by providing users with tools to re-engineer and integrate product and process information. Advances in telecommunications and associated technological developments. Like the personal communicator and the video phone will increasingly add to the importance of multimedia in modern manufacturing. In addition, the future of manufacturing depends crucially on a well-trained employee base. Consequently, interactive video-based training programs appear ideal for jobs that have a high level of human error. In factories, computers and interactive video have been widely used. Realizing the importance of multimedia in manufacturing, especially in the process of enterprise integration and integrating the functional areas of manufacturing, an attempt has been made to investigate the applications of multimedia and identify some future research directions.     

Survey of manufacturing curricula from around the world

In the manufacturing organization cost or more specifically cost reduction is an everyday obsession with managers and engineers. To compete globally and win new contracts, manufacturing firms need to learn how to be responsive, lean and efficient. On the other hand, in order to retain and motivate workers, improve systems efficiency and conform to various regulations including health, safety and the environment, manufacturing firms need to continuously invest. Both opposing pressures create a challenging environment for manufacturing managers and engineers. This paper introduces research into how the manufacturing environment is changing and in particular the type of issues that manufacturing managers and engineers need to learn. The paper presents the first results of a study being conducted by a number of academic institutions and industries from around the world into manufacturing education issues. The principle aim of the research consortium is to anticipate the needs of manufacturing organization of the future and to provide a framework for curriculum development within universities that meet these needs. This paper specifically outlines the results of a study of existing manufacturing curricula from around the world and takes an in-depth look at four recently developed masters programmes.     

A model for an integrated manufacturing system implementation in China: a case study

This paper describes a process which a company adopted to enhance her manufacturing system in a step-by-step manner. In order to increase the competitiveness of the company, the authors have identified a number of improvement strategies which were specific to the economic and political environment in China. The center of the strategies is a vision of an integrated manufacturing strategy. The detailed design and implementation of this vision is conducted through the proposed systematic manufacturing strategic analysis. The integration process encompasses various elements such as Total Quality Management (TQM), Manufacturing Resources Planning (MRPII) and Real-Time Monitoring System (RTMS), it emphasises not only the use of appropriate modern technology but also the management of technology change. In this paper, a concept model is used to describe the integration process, the detailed implementation is also elaborated using a proposed implementation process model. By adopting the integrated manufacturing system, and through continuing improvement, the productivity and hence the profitability of the company is increased. It is anticipated that the integrated approach to the design and implementation of manufacturing systems will be an important contribution towards the manufacturing strategy in a labour intensive environment such as China.     

Intermediate Performance Impacts of Advanced Manufacturing Technology Systems: An Empirical Investigation*

A large-scale random sample is used to empirically examine the relationships between implementation of Advanced Manufacturing Technology (AMT) and three organization-level measures that have historically been attributed to AMT, but not fully tested along the AMT spectrum: market-oriented flexibility of the production process, organizational integration of production processes, and administrative intensity of the organization. Results indicate that as an organization moves along the technology scale from stand-alone AMT (e.g., CNC machines) through functionally oriented AMT (FMS and CAM) toward CIM, not only do its production processes become more integrated with each other, but those processes become more integrated with other functional systems of the organization, and the quality and timeliness of production information increase. Furthermore, this relationship becomes stronger as companies increase their level of implementation for the latter two technologies. Conversely, market-oriented flexibility decreases and administrative intensity is not observed to change as companies move along the technology spectrum. Future research should examine how organizational redesign and implementation strategies that accompany AMT implementation can concomitantly enhance organizational integration of the production process and market-oriented flexibility.     

The Organization of Interdisciplinary Research: Modes,Drivers and Barriers

Although the role and management of interdisciplinary research in knowledge development has received plenty of attention in recent years ambiguity remains, often hindering management efforts. To address this issue, this paper provides an integrated review of extant literature on interdisciplinary research. It focuses on integration processes and the main drivers and barriers to different modes of collaborative interdisciplinary research. The authors propose a different approach to considering interdisciplinary integration, based on two factors: the type of knowledge integration; and the durability of the context of that integration. As a result, four modes of interdisciplinary integration are characterized. The authors then consider how different groups of drivers of, and barriers to, interdisciplinary research affect those types of integration. Overall, the paper provides an integrated perspective for researchers, managers and policy‐makers concerned with understanding the organization of interdisciplinary research.     

Economic view of CIM system architecture

The synergistic advantage of systems integration for Computer Integrated Manufacturing (CIM) has been a powerful thrust behind the productivity advancement in recent decades. However, the dependency among components, the intangible benefits and complexity of the system have been a barrier for system developers and the business community. This paper reports a systematic approach to assess economic merits of the CIM system. It projects CIM system designs on a multiple layer architecture with consideration of project life cycle. It introduces a modelling formalism to present a structured view of the economic aspect of the CIM system. The multiple criteria's aspect of CIM justification was treated with the AHP (Analytical Hierarchy Process) method. The complexity of various cost factors is reduced through application of the ABC (Activity Based Costing) method. The benefits of low level activities, both tangible and intangible, are then hierarchically aggregated into higher level system objectives. It also provides the necessary linkages between the economic and other views. A simple example was used to illustrate the approach.     

Breaking down the “Green Wall” (part one): Early efforts at integrating business and environment at SC Johnson

Integrating environmental management initiatives with business functions, such as manufacturing and purchasing, is now a major goal in many firms. Most environmental professionals agree that success in this pursuit is a product of their greater involvement with traditional business management areas as well as their ability to avoid the “green wall”—the separation between environmental and business functions that companies often experience.In this article, the first of a two-part series, Mark Haveman and Mark Dorfman examine how some firms deliberately break down these barriers. The case study of SC Johnson specifically illustrates how elements such as gaining senior management commitment, explicitly aligning environmental issues with key business goals, and designing consistency into the overriding management system can all lead to breaking down that integration. In the next issue, authors from SC Johnson and the Alliance for Environmental Innovation will discuss a recent project to further the efforts of business-environment integration.     

Digitally connected services: Improvements through customer-initiated feedback

A growing number of manufacturers advances their offerings by providing digitally connected services (DCS) that require companies to revisit quality improvements based on customer feedback. This paper explores how firms use customer-initiated feedback for quality improvement of DCS. DCS entail a human-to-digital interface that enables ongoing provider-customer interaction. Based on a case study of a manufacturer that offers DCS, we conclude that the scope of improvements extends into the use phase of services, and customer-initiated feedback is both codified and personalized. In particular, systematic use of customer-initiated feedback for improving DCS requires three distinct efforts. First, channeling aims to capture feedback provided by a large number of customers through various entries into the organization. Second, processing refers to utilizing this feedback within the organization for service improvements. Third, knowledge conversion seeks to turn learning from feedback into knowledge that is dealt effectively across various functions such as quality management and customer services. In addition, research should investigate further quality improvement and customer feedback of services that are digitally configured by customers themselves.     

GIM and logistics in the factory of the future

Abstract

In the future, the competitive strength of industry will depend on its ability to realize flexible production systems, to install intelligent EDP-systems and to link them to a goal-orientated logistic system. Currently, a lot of new strategies, concepts and approaches for production arc being promoted and discussed, often in a spirit of controversy: CIM (computer integrated manufacturing), 'production logistics’, and JIT (just-in-time production) have become familiar concepts which have one thing in common: new structures in production will be necessary. However, the overall effect of CIM is often very small in comparison to the investment for realizing this concept. The main reason is that such projects are missing a logistic orientation. A continuous flow of information and material as envisaged by the logistics principle requires not only that all automation components can be integrated on the technical level, but also that all relevant functions and sectors can be integrated organizationally.