ME 1403-Computer

Integrated
Manufacturing
Dr.S.Ravi,M.E.,Ph.D
Professor and Head
Department of Mechanical
Engineering
Sriram Engineering College

AGRICULTRAL
AGE

INDUSTRIAL
AGE

- 18. Century

18. - 20. Century

INFORMATION
AGE
20. - . Century

HUMAN
(hand made)

MACHINE
TOOLS
(manual)

SOFT
AUTOMATION
(CNC machines)

INTEGRATION
(computer integrated
manufacturing)

HARD
AUTOMATION
(mechanization)

INTELLIGENT
MANUFACTURING
SYSTEMS

TRENDS IN MANUFACTURING

Demand for:
quality
on time delivery
uninterrupted supply
lower price

Production System
Collection of
people,
equipment, and
procedures
organized to accomplish
operations of a company.

the

manufacturing

Aim: identify and locate the most efficient method

to produce a product.
Objective: reduce time to market, increase quality,
reduce cost

TYPES OF PRODUCTION
Continuous-process
production: Products that flows in
a continuous stream.
Petroleum production, cement
production, steel rolling, paper
production, etc.

Mass production:
High volume production of discrete
products with relatively small
variations in products.
Automobiles, TV sets, electronic
components, etc.
Job-shop production: Production
of small number of different
discrete products

F
L
E
X
I
B
I
L
I
T
Y

Stand alone
High part variation
Low volume

Flexible manufacturing system

Medium part variation
Medium volume
Transfer lines
Low part variation
High volume

PRODUCTION VOLUME

The mile stones of the evolution of

automation of a production line for
a particular product:
1909: Ford production line
1923: Automated transfer machine
1952: Numerical Control(NC)
1959: Control digital computer
1960: Robot implementation
1965:Production-line computer control
1970: Multiple machine computer control
1970-1972: Computer numerical control
1975-1980: Distributed numerical control
1980: Flexible manufacturing system

DEMAND

DESIGN

MANUFACTURING

PRODUCT

Process design
Process planning
CNC codes
Tool selection
Facilities management

Conceptual design
Mathematical analysis
Geometric data
Graphical representation

CAD

CAM
CAD/CAM

Intelligent processes
Finite element modelling
Process simulation
Design for manufacturing
Design optimization

Knowledge-based
engineering
Parametric modelling

Rule
based

Assembly modelling
Surface and solid modelling
Geometry
based

3D wire frame design

2D drafting
1960s
1970s
Increasing product definition

1980s

Geometric and non-geometric information

1990s

2000s

Engineering rules
Manufacturing constrains
Part dependencies

Progression of Automation in
the Manufacturing Process

Traditional

Islands of
Technology

Process
Simplification
(JIT)

Computer
Integrated
Manufacturing

Progression of Automation toward World-Class Status

Automation of the Manufacturing

Process
Traditional:
consists of many different types of machines
which require a lot of setup time
machines and operators are organized in
functional departments
WIP follows a circuitous route through the
different operations

Islands of Technology:
stand alone islands which employ computer
numerical controlled (CNC) machines that can
perform multiple operations with less human
involvement
less set up time needed

Automating Manufacturing

Automating Manufacturing
Process Simplification:
reduces the complexity of the physical layout
groups of CNC machines are arranged in cells
to produce an entire part from start to finish
no human involvement in a cell

Computer Integrated Manufacturing

(CIM):
a completely automated environment which
employs automated storage and retrieval
systems (AS/RS) and robotics

Automating Manufacturing
Robotics:
use special CNC machines that are
useful
in
performing
hazardous,
difficult, and monotonous tasks

Computer-Aided Design (CAD):

increases engineers productivity
improves accuracy
allows firms to be more responsive to
market demands
interfaces with CAM and MRPII systems

Automating Manufacturing
Computer Aided Manufacturing (CAM):
uses computers to control the physical
manufacturing process
provides greater precision, speed, and control
than human production processes

Manufacturing
(MRP II):

Resources

Planning

an extension of materials requirements planning

(MRP)
more than inventory management--it is a system
for coordinating the activities of the entire firm

Automating Manufacturing
Enterprise Resource Planning (ERP)
Systems:
huge commercial software packages that support
the information needs of the entire organization,
not just the manufacturing functions
automates all business functions along with full
financial and managerial reporting capability

Electronic Data Interchange (EDI):

external communications with its customers and
suppliers via Internet or direct connection

Definition of CIM by the Computer and

Automation Systems Association of the
Society of manufacturing Engineers
(CASA/SME):

CIM is the integration of the

total manufacturing enterprise
through the use of integrated
systems
and
data
communications
coupled
with
new managerial philosophies that
improve
organizational
and
personnel efficiency.

Hierarchical Control
There are multiple
levels of automation and
Structure

control in the computer-integrated

manufacturing environment. The
Productivity Pyramid was conceived as a way
to show the hierarchical control structure:
The control structure
was first introduced
by CAM-I (ComputerAided ManufacturingInternational), a nonprofit organization
based in Arlington,
Texas.

The Process
The bottom of the pyramid.
Automation of the process involves
stand-alone
control
of
manufacturing processes such as
machine tools (milling, turning,
etc.), welders, presses, electrical
discharge
machining (EDM),
electromechanical
machining
(ECM),
lasers,
and
assembly
equipment.

 At these processes, the indexing

motion and regulation of the
machines that are otherwise
performed by human operator, are
replicated by the mechanisms.
Hardware used at this level
includes sensing devices, power
devices, logic devices, and man
machine interface.

The Station
Computer hardware and software are used to
automate the workstation and provides
closed-loop control.
In numerical control, this includes direct
access to CAD drawings for generating the
cutter path, on-line graphics plotter to
simulate the NC machine motions on the CRT
or on paper, access to machinability data
systems
to
optimize
the
machining
parameter, adaptive control, etc.
A communication network such as AllenBradley's Data Highway links the station
computers to the cell controller.

The Cell
The cell controller supervises work
of the stations.
It stores all
process/assembly programs and
downloads them to the stations as
needed.
The cell controller verifies the
process, the set-up, and the
tooling.

 Using bar code input, the cell

controller also tracks the material
flow on the shop floor. It collects
data from vision systems and other
sensors for statistical process
control to provide fast response to
problems, and passes information
via some communication network
such as Ethernet to the center
computer.

 In many applications, the cell robot

performs all material-handling.
The cell robot also performs tool
changing
and
housekeeping
functions such as chip removal,
staging of tools in the tool
changer, inspection of tools for
breakage or expressive wear.
When necessary, the robot can
also
initiate
emergency
procedures.

The Center
The center computer typically
includes
a
cluster
of
minicomputers integrated with a
relational data base management
system (RDBMS).
These minicomputers schedule the
cells to reduce work-in-process and
provide the all important interfaces
to engineering and computer-aided
design systems.
The computers also handle off-line
creation of programs for robots.

 Shop loading is also a common

center activity, to maximize cell
utilization.
The control decisions include
process sequencing variation, line
balancing, production scheduling,
inventory control, processing and
materials handling rate variations,
and maintenance scheduling.

 The Manufacturing Center consists

of a number of manufacturing
Cell(s),
integrated
with
an
inventory management system.
Typically, a center consists of an
automatic storage and retrieval
system (AS/RS) integrated with
one or more cells. Shop loading is
also a common center activity, to
maximize cell utilization.

 The control decisions include:

Process sequencing variation
Line balancing
Production scheduling
Inventory control
Processing and materials handling
rate variations
Maintenance scheduling

The Factory
The basic ingredients for an
automated factory includes all the
software and hardware at the
manufacturing center level, plus
the following functionality:
1.Engineering and manufacturing
database
2.ERP
3.Capacity planning
4.Shop floor control
5.Just-in-Time

 The basic ingredients for an

automated factory includes all the
software and hardware at the
manufacturing center level, plus
the following functionality:
1.Engineering and manufacturing
database
2.ERP
3.Capacity planning
4.Shop floor control
5.Just-in-Time

Integration

CAD/CAM
CAD/CAM is probably the most
common and best known acronym in
contemporary manufacturing.
The acronym stands for ComputerAided Design and Computer-Aided
Manufacturing.

 CAD is an iterative process

1.A certain component or subsystem of the
overall system is first conceptualized by the
designer, is subjected to analysis, then
improved through this analysis procedure,
and finally redesigned.
2.The process is repeated until the design has
been optimized with respect to the criteria
of cost, quality, and operating performance.
3.The next phase in the design process is the
fabrication of a prototype, and testing the
prototype to assess manufacturability,
operating performance, quality, reliability,
and other criteria.
4.Finally, a database of drawings, material
specifications, bill of materials, assembly

 CAM is the use of computer

systems to plan, manage, and
control the operations of a
manufacturing plant through either
direct or indirect computer inter
face with the plant's production
resources.
CAD/CAM covers a wide spectrum
of activities that include production
specification, conceptual design,
final design, drafting, process

CAD/CAM Integration

 CAD/CAM promotes the integration of

design and manufacturing.
An integrated CAD/CAM system means
that
the
product
design
and
manufacturing engineering functions
share a common database.
The common database in the CAD/CAM
system can be augmented, modified,
used, and distributed over networks of
terminals and computers in marketing,
purchasing,
design
engineering,
manufacturing engineering, industrial
engineering, and other functional areas
of the organization.

 The benefit of having a common

database comes from not having
to "reinvent the wheel" -- not
having to regenerate or reenter
information that was entered
earlier or that can be derived from
information already entered.

 CAD/CAM integration impacts on

product engineering by providing
manufacturing engineering with
the ability to review designs prior
to release.
The product is designed for ease of
manufacture.
This means designing fewer and
more integrated components to
reduce
the
number
of
manufacturing
operations
and

Computer-Integrated
Manufacturing

CIM integrates
information flows in
marketing, design,
manufacturing
engineering, the
resource requirement
planning, purchasing,
the production
processes, quality
assurance,
administration, into a
closed-loop, controlled
system.

 CIM
Expands the integration of CAD and
CAM
to
encompass
the
administrative,
engineering,
and
manufacturing
disciplines
in
a
manufacturing business.
CIM
integrates
the
factors
of
production to organize every event
that occurs in a business enterprise -from receipt of a customer's order to
delivery of the product.

Success Factors

Fundamental Preconditions
for Success
A vision of how good the future can
become,
The timely positioning of the
enabling technologies, and
A major cultural change.

Vision
Considerations of advanced
technology should be based on a
clear understanding of how the
technology can contribute to
better performance in terms of
cost, quality, delivery, flexibility,
reliability, etc.

 If technology can not be justified

within established performance
measures, it should be justified on
the basis of targets that support
strategic
objectives
of
the
company.
The former is called
equipment justification, and the
latter vision justification.
Equipment justification is directly
concerned with costs, where each
equipment
acquisition
has
to
demonstrate
a
separate
cost
justification

 Vision justification is concerned less

with cost and more with the approach
and closeness of fit to the strategic
objectives of the business unit.
A strategy for CIM must be developed
against primary business objectives.
A vision of how good the future can
become must come from an internal
champion. This vision should come
from the top.
Since
advanced
manufacturing
technology affects not only the shop
floor, but also the organizational
relationships between research and
development (R & D), engineering,
marketing, and manufacturing, the

Enabling Technologies

 Enabling technologies of CIM

Product and Process Design,
Factory Floor Automation,
Manufacturing Planning and Control,
Integrated
by
Infrastructure
Technology.

At the core of the CIM are the

computer databases.
Common shared data is a critical
element in CIM.
The key is to minimize human
intervention in the flow of information
across the three major components of

Product and Process Design

Technologies

CAD modeling
Design for manufacturability
Group Technology design
Computer-aided engineering analysis

Finite element analysis

Kinematic Analysis
Dynamic Analysis
Animation
Computer-aided Testing
Tolerance and Tolerance Analysis

Computer-aided process planning

Computer-aided NC part programming.

Factory Floor Automation

Technologies
Computer-managed numerical
control
Industrial robots
Industrial programmable
controllers
Manufacturing cells
Flexible manufacturing system
Adaptive control
Voice recognition
Bar coding

Manufacturing Planning
and Control

Forecasting,
Aggregate capacity planning
MRP II
Shop scheduling
Work measurement
Facility layout
Assembly line balancing
Quality assurance.

Cultural Change

Integration Begins and

Ends with People
CIM requires that people in
Engineering, Administration, and
Operations function as a team,
each understanding each other's
roles in the total business.

 This requires a cultural change.

In many companies there is a rather
significant
inhibition
to
more
successful integration: strong vertical
departments
with
separate
performance objectives.
Typically, companies are organized
into separate functional departments,
and people assumed responsibility
only for their immediate labor.

 For CIM to be successful, barriers

between functional areas need to
be knocked down.
To create a common database that
all departments can share, the
manufacturing
information
systems
people
and
the
manufacturing engineering people
must agree on what data is to be
shared and then work on the
technical means of sharing it.

 They
must
determine
what
information is needed for the plant
floor and what information the
plant floor can supply to other
parts of the business.
Together they must find new ways
to share information that will help
in building products faster and
bringing the products to market
earlier.

CIM Objectives
Simplify production processes, product
designs, and factory organization as a vital
foundation to automation and integration
Automate production processes and the
business functions that support them with
computers, machines, and robots
Integrate all production and support
processes using computer networks, crossfunctional business software, and other
information technologies

POTANTIAL BENEFITS OF CIM

Improved customer service

Improved quality
Shorter time to market with new products
Shorter flow time
Shorter vendor lead time
Reduced inventory levels
Improved schedule performance
Greater flexibility and responsiveness
Improved competitiveness
Lower total cost
Shorter customer lead time
Increase in manufacturing productivity
Decrease in work-in process inventory

Computer-Integrated
Manufacturing

CIM Systems
Computer-aided manufacturing (CAM)
- automate the production process
Manufacturing
execution
systems
(MES) performance monitoring
information systems for factory floor
operations
Process Control control ongoing
physical processes
Machine Control controls the actions
of machines

The Role of Computer in

Manufacturing
The computer has had a substantial
impact on almost all activities of a factory.
Often, the introduction of the computer
changed the organizational structure of a
department and made necessary adoption
of new management structures.

The Role of Computer in

Manufacturing
The operation of a CIM system gives the
user substantial benefits:

Reduction of design costs by 15-30%;

Reduction of the in-shop time of a part
by 30-60%;
Increase of productivity by 40-70%;
Better product quality, reduction of scrap
20-50%.

Information System

Information
systems involve
people, hardware,
software, computer
networks, and data
used to manage
daily and long-term
operations.

The CIM Wheel

philosophy

Factory
automation

CIM

target

automation

optimization

example

unmanned factory

rationalize

element

FMC, FMS

Linking CAD, CAM,

MRP

target

processing,
material flow,
measurement,
inspection,
assembly,

CAD, CAM, CAPP,

CAQ, MRP

focus

factory

enterprise

human

hardware

software

origin

replacing human

reorganization

philosophy

Japan

USA, Europe

Typical element of a CIM

system
manufacturing planning & control
- MRPII, MRP, CRP, shop floor
control, inventory control,
manufacturing engineering
CAD/CAM, CAPP, coding &
classification,
manufacturing processes
NC/CNC/DNC, FMS, robots,
material handling systems,
indirect elements:
sales order processing (&
marketing)

The Elements of CIM

Targets of CIM
Developing high quality products with low
cost
Integration and control of product design
and manufacturing processes
Easy financial management
Increasing volume of sales

Function of CIM
1) Order information and automatic

scheduling through computer

- dealing individual orders of various
products
- control of due dates
- preparing production planning

2) Inventory control through JIT

- minimizing raw material, WIP, inventory
- utilizing bar code

3) Statistical quality control

- quality improvement
4) Monitoring facility, process
- data collection for facility operating
- report for producing defective
goods
- records & analysis of failing facility

5) Data collection for MIS

- WIP data
- shipment data
- direct & indirect labor data
- production control data ; defective rate,
operation rate, failure rate, production
rate
supplier
record;
quality,
accomplishment
- defective production data

6) Managing MIS Data

- reducing indirect cost
- rapid decision making using
database
7) Diagnosing failure
- minimizing down time
- details of failure (problems)

8) Managing Technical Data,

Document
- managing S/W program
- tool life data
- quality data
- product history
- document update

The development (evolution)

of CIM

The changing manufacturing

and
management scene

CAM CAPP EDI

CIM
VM
CAD
CAE
PDM
ROBOTICS
DNC
AMT CE/SE
NC
FMS
CNC
FMC AM
CAPM
MRP
OPT MRPII
GT
JIT
TPM WCM
LM
QC
QA
TQM

1960

1970

1980

1990

1960s

1990s

philosophy
production led market led
techniques
simple
complex
product range narrow
wide
tooling
dedicated flexible
fixed costs
low high
labour costs
high low
product life cycle
long short
competition
national global
customers stable
demanding
inventory order point
just-in-time
pricing
cost plus market driven

External Challenges

Costs
of
money
Global
economy

Traditional
competition

Supplier

Customers

Internal
Challenges
Analyse every product and agree on the
orderqualifying and order winning criteria for
the current
market conditions for every product
For every product, project the order
winning criteria in the market in the future
- Determine the fit between the criteria
necessary to
succeed in the market place and the
current capability in manufacturing
- Change or modify either the marketing
goals or the
-

Meeting the internal

challenges

Set-up
time

Quality

Inventory

Flexibility

Distance

Co-ordination & Organisation of data

COMPANY

Quality

Technic
al

Quality
control

Manufact
ure

Purchas
ing
Plannin
g
Control

Inspecti
on

Progres
s
Rate
fixing
Stores

R&D

Engineer
ing
Design
DO

Worksh
ops

Foundr
y
M/c
shops
Assemb
ly
Dispatc
h

Manufact
uring
engineeri
ng
Process
planning
Jig and
fixture
NC coding

Marketi
ng

Sales

Servici
ng

Market
research

Publicity

Distribut
ion

Financi
al

Person
nel

Budgeti
ng
control

Financ
ial
contro
l

Standar
d
costs

Invent
ory
Invoici
ng
Credit

Records
Account
Data
process
ing

Wage
s

Records
Educati
on
&
Training
Recruiti
ng
Industri
al
relation
s
Safety

Plannin
g

Forecas
ting
and OR
O&M

Co-ordination &
organisation of data

Elimination of paper and the costs

associated with its use

Automation of communication within

a factory and increase its speed

Facilitate simultaneous engineering

Computers in engineering

Concept of Integration

Islands of Automation & Software

Designer creates geometry

Drawing
of part

Manual geometry
specification

CAD
CAD
geometry

APT commands

NC Package
Includes
tooling
and
cutting
technology
database

Part program
(punched on to
cards and verified)

APT processor

Data link
Post-processor
for machine

Plot

NC tape is
Manually loaded
Machine

Machine

1960s

1980s

Developments in NC tape

Dedicated and Open Systems

Manufacturing
Automation
Protocol (MAP)

MANUFACTURING
Increasing
needs
for
faster
communications the needs of large data
storage capacity and fast computers.
Now typical manufacturing environment,
called also as CAD/CAM/CAE environment
is composed of
fast computers,
centralized data storage units, CNC
controlled machine centers, robots etc.,
all connected on the same network.
On this networks either TCP/IP or
specially
designed
manufacturing
protocols like, MAP or TOP, are used.

MAP
An initiative by General Motors of
The United States has resulted in the
selection of a set of protocols, all
based on ISO standards, to achieve
open system interconnection within
an automated manufacturing plant.
The resulting protocols are knows as
manufacturing automation protocols
(MAPs).

TOP
In a similar way, an initiative by the
Boeing
Corporation
(USA)
has
resulted in the selection of a set of
ISO standards to achieve open
system interconnection in a technical
and office environment.
The selected protocols are known as
technical and office protocols (TOPs).

The Operation of
companies
and their data

Product related activities of a

company
Customer
Possible orders
or forecasts

Design

Sales
Master production schedule

Bill of material
Capacity
(MRPII)

Production planning
(MRP)

Inventory
Purchasing

Manufacturing engineering
(methods, sequences
and times)

Shop schedules

Receiving/goods inwards

Route cards,
instructions and tapes

Materials allocation
Manufacturing (piece-parts
And subassemblies

Finished part stores

Assembly (test)
Painting/special customisation
Packing/dispatch
Warehouse and
distribution
Customer

Install and
commission
Prove and hand over

Material Requirements
Planning
Computerized inventory control &
production planning system
Schedules component items when
they are needed - no earlier and no
later

Master Production
Schedule
Drives MRP process with a schedule of
finished products
Quantities represent production not demand
Quantities may consist of a combination of
customer orders & demand forecasts
Quantities represent what needs to be
produced, not what can be produced

MRP Outputs
Planned orders
Work orders
Purchase orders

Changes to previous plans or

existing schedules
Action notices
Rescheduling notices

Capacity Requirements
Planning (CRP)
Computerized system that projects load
from material plan
Creates load profile
Identifies under loads and overloads

Capacity
Usually expressed as standard machine
hours or labor hours

Capacity

= (no. machines or workers)

x (no. shifts) x (utilization)
x (efficiency)

Marketing
Sales and customer
order servicing
Customers

The market
Business
management

Accounts

Sales and
customer
order
servicing

Product
shipping

The market
Estimating and
production
control

Product
development
and design
Technical
publications

Master production
scheduling

Marketing & sales communications

Engineering
Engineering release control
Manufacturing Engineering
Research and Product Development
Manufacturing Development
Design
Facilities Engineering
Industrial Engineering

Engineering communications

Marketing

Product
development

Research
External
data

Engineering
release
control

Production
planning

Design
(engineering)

Manufacturing
engineering

Manufacturing
development

Facilities
engineering

Plant operations

Production Planning
Master production scheduling
Material planning & resource planning
Purchasing
Production control

Production planning
communications
Marketing

Sales

Business
management

Master production schedule

Inventory

Purchasing

Material planning
and scheduling

Resource planning
and scheduling

Design

Manufacturing
engineering
Plant
operations

Production control

Plant Operations
Material receiving (goods inwards)
Storage and inventory
Manufacturing processes
Test and inspection
Material transfer
Packing, dispatch and shipping
Plant site services and maintenance

Plant operations
communications
Production planning
Schedule
Production management and control
Purchasing
Goods
inwards
Suppliers

Accounts

Stores

Testing and
inspection

Manufacturing
process

Material
transfer

Assembly

Quality

Packing, dispatch
and shipping
Physical distribution

Site
services

Production Planning and Control

Main Functions
Forecasting to predict customer demand on
various products over a given horizon.
Aggregate Planning to determine overall
resources needed.
Materials Requirement Planning to determine
all required components and timing.
Inventory Management to decide production
or purchase quantities and timing.
Scheduling to determine shop-floor schedule of

Production Planning and Control

Purpose
Effectively utilize limited resources in the
production of goods so as to satisfy
customer demands and create a profit for
investors.
Resources include the production facilities,
labor and materials.
Constraints include the availability of
resources, delivery times for the products,
and management policies.

Aggregate Planning
Objective: generate a long-term production plan that
establishes a rough product mix, anticipates
bottlenecks, and is consistent with capacity and
workforce plans.
Issues:
Aggregation: product families and time periods must be
set appropriately for the environment.
Coordination: AP is the link between the high level
functions of forecasting/capacity planning and
intermediate level functions of MRP, inventory control,
and scheduling.
Anticipating Execution: AP is virtually always done
deterministically, while production is carried out in a
stochastic environment.

Workforce Planning
How much and what kind of labor is needed to
support production goals?
Issues:
Basic Staffing Calculations: standard labor hours
adjusted for worker availability.
Working Environment: stability, morale,
learning.
Flexibility/Agility: ability of workforce to
support plant's ability to respond to short
and long term shifts.
Quality: procedures are only as good
as the people who carry them out.

Capacity/Facility Planning
How much and what kind of physical
equipment is needed to support production
goals?
Issues:
Basic Capacity Calculations: stand-alone
capacities and congestion effects (e.g., blocking)
Capacity Strategy: lead or follow demand
Make-or-Buy: vendoring, long-term identity
Flexibility: with regard to product, volume, mix
Speed: scalability, learning curves

Demand Management
Objective: establish an interface between the
customer and the plant floor, that supports both
competitive customer service and workable
production schedules.
Issues:
Customer Lead Times: shorter is more competitive.
Customer Service: on-time delivery.
Batching: grouping like product families can reduce lost
capacity due to setups.
Interface with Scheduling: customer due dates are
are an enormously important control in the overall
scheduling process.

Material Requirement Planning

Objective: Determine all purchase and
production components needed to
satisfy the aggregate/disaggregate
plan.

Issues:
Bill of Materials: Determines
components, quantities and lead times.
Inventory Management: Must be
coordinated with inventory.

Sequencing and Scheduling

Objective: develop a plan to guide the
release of work into the system and
coordination with needed resources
(e.g., machines, staffing, materials).

Methods:
Sequencing:
Gives order of releases but not times.

Scheduling:
Gives detailed release times.

Physical distribution
Physical distribution planning
Physical distribution operations
Warranties, servicing and spares

Business and financial management

Company services
Payroll
Accounts payable, billing and
accounts receivable
Cost accounting
Financial planning and management
Strategic planning

Business and financial

management communications
Company services

All departments

Payroll
Purchasing

Cost
accounting

Accounts
payable

Financial planning and management

Suppliers
Customers

Billing and
accounts
receivable
Shipping

Strategic planning and

Business management

Management

Summary of information flow in

a manufacturing environment
Business management
Financial planning and management,
accounts, payroll, services

Physical distribution

Marketing

Distribution planning,
Distribution operations

Marketing,
customer order,
servicing

Production planning
Suppliers, purchasing,
material planning,
master production planning,
resource planning

Plant operations

Engineering

Material received, storage,

Production processes, quality test,
Material transfer, product shipping,
Plant maintenance, production,
Plant site services, management

Design, product development,

process development,
facilities engineering,
engineering release and control,
manufacturing engineering

Obstacles for CIM

1) Communications b/t various
companies of suppliers
2) Automated facilities
independently
3) Weak solutions

Investment for CIM

Marketing: managing customers
report
Engineering Design: using CAD
R&D: developing new products
Manufacturing process: process
planning, scheduling, reducing
manufacturing lead time
Financing: costing