The "real" factory of the future (FOF) cannot be measured by the number of computer terminals or reams of computer printout. Nor can it be measured in terms of computer power or number of personal computers. The FOF that will work must be measured by actual impact on three key performance characteristics: (1) reduced product cost, (2) increased throughput, and ( 3 ) improved quality-hence the requirement for computer-integrated manufacturing (CIM) . In this sense CIM can be loosely defined as the formal linking together of all manufacturing operations from product conception and initial marketing analysis through design and manufacture to ship and support with digital data techniques that provide absolute consistency and availability of data to each Links Of London Bracelets(http://www.londonjewelrystore.co.uk/S-Bracelets-5.html) operation on a timely basis. It is today's only way to achieve "one hundred percent good parts produced very quickly in very small, economical batch sizes by a few direct laborers supported by only a few indirect laborers. " This absolutely requires integration, and not only on the shop floor. It requires vertical and horizontal integration from design, through planning and control, to fabrication and assembly, and to packaging and shipping.
The ramifications of this definition of CIM affect all systems in the factory. These can be outlined as follows:
(1) Closed-loop operations with known performance operating regimes to produce good parts and to make corrections before going out of tolerance.
(2) Transfer line efficiency with job shop flexibility and optimum utilization of bottleneck operations.
(3) Part family planning, resulting in family tooling, allowing setup times to approach zero.
(4) Totally integrated "continuous processing", real time tracking control systems with "synchronized" scheduling of components assembly.
(5) Flexible planning systems that allow perturbations in requirements or availabilities to be reflected in process plans and routings.
CIM grew from the influx of computers in the data processing department and on the shop floor with numerical control. It was recognized as early as 1973 by Joseph Harrington, Jr. (1979) that an integrated approach to the logical and physical organization of systems and people was necessary to accommodate the productivity improvements required to maintain our standard of living in view of present worldwide production competition.
The U. S. Department of Defense recognized the need for productivity improvement to maintain a defense posture. In the summer of 1975 the U. S. Air Force created the Links Of London Charms(http://www.linksukstore.com/charms-c-181.html) Integrated Computer Aided Manufacturing (ICAM) Program, with $ 100 million to spend over a 10-year period for projects leading to integrated systems.
Other organizations, such as the Society of Manufacturing Engineers' Computer and Automated Systems Association (CASA), the Institute of Industrial Engineers ( HE ), Automated Integrated Manufacturing Technology (AIMTECH), and the Numerical Control Society, all initiated major thrusts to inform their constituents that integration was needed for a successful productivity push in the United States. CASA has captured their vision of CIM in the "CASA wheel," shown in Fig. This is pictorial representation of all the subsets of business that must be integrated to accomplish CIM. Computer Aided Manufacturing-International (CAM-1) aims an international push of global productivity powers in the direction of CIM.
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