By V. Daniel Hunt (auth.)
Manufacturing has entered the early phases of a progressive interval brought on by the convergence of 3 strong traits: • The fast development and unfold of producing functions world wide has created excessive pageant on an international scale. • The emergence of complex production applied sciences is dramati cally altering either the goods and strategies of contemporary manufac turing. • alterations in conventional administration and hard work practices, organiza tional buildings, and decision-making standards characterize new assets of competitiveness and introduce new strategic possibilities. those developments are interrelated and their results are already being felt via the u.s. production group. destiny competitiveness for manu facturers around the world depends on their reaction to those developments. in line with the new functionality of u.s. brands, efforts to reply to the demanding situations posed via new pageant, expertise, and managerial possibilities were sluggish and insufficient. family markets that have been as soon as safe were assailed through increasingly more international opponents generating top of the range items at low costs. In a couple of parts, corresponding to employment, ability usage, learn and improvement bills, and capital funding, tendencies in u.s. production over the past decade were damaging or haven't stored velocity with significant overseas rivals, comparable to Japan. there's large facts that many u.s. brands have ignored the producing functionality, have overemphasized product improvement on the rate of approach advancements, and feature now not all started to make the alterations that may be essential to be competitive.
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Extra resources for Computer Integrated Manufacturing Handbook
Ancillary and supportive functions will be reintegrated into oper- The Need for computer-Integrated Manufacturing 35 ations. Maintenance and process design, for example, will no longer be distinct entities with separate schedules and staffs; instead, employees in operations will be responsible for maintaining equipment or modifying the process as the need arises. Such reintegration will mean that management structures are likely to be more streamlined and that many job classifications will be eliminated to allow employees to perform multiple tasks.
It is in this context that the issues and benefits of flexibility become particularly relevant to a competitive production strategy. The Need for computer-Integrated Manufacturing 27 No manufacturer could afford, and no technology could provide, infinite flexibility, and increasing investments in advanced technologies will not necessarily correlate with increasing flexibility in production. As an extreme example, a machine shop using manual machine tools and expert craftsmen may be more flexible in producing a broad range of parts and may be better able to improvise to produce prototypes than a more modem machine shop using NC machine tools.
Many manufacturers recognize the need to adapt, but do not know what changes are necessary or how to implement them. More than anything else, the key problem is that the forces affecting manufacturing require that managers think and act differently to bring about change in a systems contest and that workers accept new roles and responsibilites. S. manufacturing are in the attitudes, practices, decision-making criteria, and relationships of both managers and workers.