Search results

Current advances in information technology and, in particular, computer‐aided design/computer‐aided manufacturing (CAD/CAM) and enterprise resources planning (ERP) systems, have led organisations to undertake significant investments in these systems. Next generation manufacturers require both systems to maintain or gain a competitive advantage, reduce risks and improve productivity and viability. In addition, recent attention to the implementation of CAD/CAM systems highlights their important role in automating complex design and next generation manufacturing processes. In the next millennium more manufacturers are likely to implement CAD/CAM and ERP systems and hence issues in the integration of CAD/CAM with ERP systems must become a major concern. Accordingly, this paper will: explore the problems of integration of CAD/CAM systems with ERP systems; study how the severity of these problems relates to CAD/CAM integration success; propose a set of critical success factors (CSF) for the integration of CAD/CAM with ERP systems; suggest hypotheses to study the relevance of these CSF for successful integration of CAD/CAM with ERP systems. In addition, the paper also demonstrates the importance of successful integration of CAD/CAM systems with other applications for next generation manufacturers. These findings suggest that integration of CAD/CAM systems with ERP systems is complex, involving many factors.

Cost reduction through the use of technology has become the competitive strength of companies. The benefits of technology integration are quite credible and have been effective in business competition. The purpose of this paper is to describe an integrated manufacturing strategy for the deployment of a CAD/CAM system in a small, medium manufacturing enterprise (SMME).

A case study of a SMME is utilised in deploying an integrated CAD/CAM system for practical application of manufacturing technology for achieving sustainable growth through lean systems design (LSD). The paper presents a techno‐economic and technology change management framework, with an application of a holistic set of lean deployment tools that include establishing a strategic and operational plan for implementing CAD/CAM systems as a means to achieving world‐class performance.

The paper shows that the CAD/CAM integration within the case company increased knowledge of CAD/CAM technology, productivity, and flexibility whilst reducing throughput times. Based on the literature review and the current case study, a framework for ideal CAD/CAM implementation has been proposed. The paper also shows that management and organisational structures are key inhibitors for successful implementation of technology integration.

The paper uses a single case study to validate deployment of the integrated manufacturing strategy in SMMEs. Hence there is a limitation to its generality.

The paper provides an opportunity to further understand CAD/CAM system implementation protocols within a well structured framework and its configuration within SMMEs.

The CAD/CAM implementation framework will allow the SMMEs to achieve Lean manufacturing (thereby minimising wastes) leading to improved growth and employment rates.

The presentation of conceptualisation, development and implementation of an integrated CAD/CAM system in support of organisational wide Lean manufacturing initiative in SMMEs is an originality of this paper.

The purpose of this paper is to report a research which is carried out to examine the possibility of applying finite element analysis (FEA) and computer‐aided design/computer‐aided manufacturing (CAD/CAM) concepts in a typical organisational environment to acquire the characteristics of agile manufacturing (AM).

One of the components of a model of electronic switch manufactured by a company was chosen as the candidate of this research. Five new models of this component incorporated with agile characteristics were developed in electronic environment using Moldflow Plastics Insight software.

The experiences of conducting this research being reported in this paper indicate the possibility of adopting FEA‐integrated CAD/CAM concept for achieving agility. However, certain hindrances have to be overcome to pursue deeper journey by the contemporary organisations in this direction.

This research is conducted on one component of a product manufactured by a company. The typical scenario prevailing in the company is similar that is seen in many companies situated in other parts of the worlds. Hence, the contributions of this research, particularly the roadmap would be useful for adopting FEA and CAD/CAM concepts to achieve agility in contemporary organisations.

The research reported in this paper has shown the way of focusing FEA‐integrated CAD/CAM utilities towards enhancing AM capabilities of contemporary organisations.

The literature survey conducted in the beginning of this research indicated that deeper research in the direction of applying FEA‐integrated CAD/CAM concept for acquiring agile characteristics is yet to start. Hence, the research reported in this paper is original and valuable.

The paper seeks to examine the determinants of the diffusion and infusion of computer aided design/computer aided manufacturing in the US textile and apparel industries.

A variety of sources was used to develop the survey, which was mailed to a national random sample of 500 textile and apparel manufacturers. Factor analysis was used to identify the dimensions of reasons for CAD/CAM infusion and diffusion. Three hypotheses were tested with multiple regression analyses procedures.

The responses of 103 manufacturers from all over the USA were analyzed. Diffusion and infusion of CAD/CAM was found to be driven primarily by the market. In addition, business‐unit size affected recent CAD/CAM diffusion to the systems.

Although a sample size of over 100 manufacturers is respectable, broad generalizations cannot be made. So, as with most empirical research studies, the sample size is a limitation.

Modernization of manufacturing is essential. However, prudent investment for the manufacturer is equally important. The key for the manufacturer is maintaining a balance.

The value of this research is the finding that very few manufacturing companies in the USA have adopted CAD/CAM even though it has been shown that the use of technologies is extremely beneficial to their survival.

This study examines the determinants of CAD/CAM adoption in American textile and apparel industries. Theories of innovation were used to develop hypotheses relating market factors to manufacturers' decisions to adopt CAD/CAM technologies. A variety of sources were used to develop the survey which was mailed to a national random sample of 500 textile and apparel manufacturers. The responses of 103 manufacturers from 30 different states were analyzed. Factor analysis was used to identify the dimensions of reasons for CAD/CAM adoption. Hypotheses were tested with logistic regression analysis procedures. The CAD/CAM adoption was found to be driven primarily by the market and affected by the business‐unit size. In addition, labor considerations affected recent CAD/CAM adoption.

This paper's aim is to examine the application feasibility of Computer Aided Design/Computer Aided Manufacturing (CAD/CAM) technologies for achieving agility in a typical manufacturing organization.

A literature study was conducted. It was found out that CAD/CAM technology is not fully utilised for achieving agility in certain traditional manufacturing sectors. An implementation study was conducted in an electronics switches manufacturing company to identify the causes of this insufficient utilisation. Finally, a feedback session was conducted to explore the practitioners' views of this research.

The outcome of this research indicated the feasibility of adopting CAD/CAM as a technology for infusing agility in contemporary manufacturing organisations.

This research was conducted in only one electronics switches manufacturing company situated in India. This may lead to the impression that the findings from this research may not represent all manufacturing companies. However, the environment prevailing in the above company is similar to that prevailing in any other contemporary manufacturing organizations. Hence, the outcome of the research could represent other manufacturing organisations situated throughout the world.

The research reported in this paper has shown the way of adopting CAD/CAM as a technology for achieving agility and examined the hindrances that have to be overcome in future to integrate CAD/CAM in practical scenario.

Significant researches have been pursued in agile manufacturing and CAD/CAM fields. However, no researcher has attempted to examine the practicality of adopting CAD/CAM as a technology for infusing agility in practical scenario. Hence, this work is original and valuable.

The successful development of innovative new CAD/CAM systems is critical to the future viability of many companies. CAD/CAM systems represent one of the fastest growing, highest potential, and riskiest new manufacturing technologies. Successful development and adoption requires much richer and more complex relationships between developing and adopting organisations and between managers in different functional areas and operations management. A framework is developed to identify and outline the implications of changing developer/adopter relationships for operations management, based on three interactive sub‐processes — the development, adoption and interfacing sub‐processes. Eight recommendations are made for operations managers to improve their involvement in developer/adopter relationships and so improve the success of CAD/CAM systems adoption.

Agile manufacturing (AM) refers to the capability of an organisation to quickly respond to the customers' dynamic demands. The purpose of this paper is to report a research which is carried out to explore the interfacing of computer aided design/computer aided manufacturing (CAD/CAM) in a traditional manufacturing company with the purpose of acquiring AM characteristics.

The CAD model of an existing electronics switch is developed using Pro/E package. Then, the mold adviser package is used to design the existing mold of this component. On studying this mold, ten new models of it are designed using the mold adviser package.

The new models developed through CAD/CAM interfacing are found to possess more agile characteristics than those possess by the existing mold.

The explorative study is conducted in only one traditional manufacturing company. In this company several world class manufacturing strategies like kaizen and total productive maintenance are implemented. This endeavour mimics those pursue in majority of the companies situated in different parts of the world. This implies that the contributions of this research would be useful to majority of those companies as well.

A roadmap is developed which will be useful for practically applying CAD/CAM interfacing with the objective of implementing AM.

It appears that no researcher has examined the interfacing of CAD/CAM for achieving agility in manufacturing organisations. This paper reports a research, which is conducted to fill this research and practice gap. Hence, this research is original and valuable to both researchers and practitioners.

Follows a presentation at a symposium in 1993 where the authors presented an experimental investigation on a fluttering membrane for use in a wind‐tunnel. Analyses the fluttering of an object by a theoretical method. Compares the experimental results with those of the theoretical and discusses their effectiveness. States that the present analysis is effective for approximate investigations.

This research compared the efficacy of process outcomes leveraging lean methods versus traditional pedagogy applied to dental education dependent on emerging technology. The pedagogical objective was to improve system efficiency without compromising traditional outcomes of effectiveness (quality).

The research team tested the efficacy of a lean A3 framework to identify, remove waste and redesign a technology-dependent simulation laboratory course (CAD/CAM/IR Restorative Dentistry). Students were also sensitized to time-in-chair to introduce a stronger patient focus. Baseline data collected from a control group were statistically compared to the research group's data after the course redesign. In addition, course time allocations were measured and then compared.

The results showed the interventions significantly reduced procedure cycle times without compromising quality. Additionally, the course was more efficiently conducted as measured by course time allocations.

This research demonstrated that the use of the A3 framework enhanced learning through process documentation, reengineering and systems optimization resolving issues of inefficiency associated with the CAD/CAM/IR pedagogy. This work is significant because it demonstrates the practice of using lean interventions to redesign and improve a technology-based healthcare course to maximize benefits.

This research is the first to examine how to leverage lean methods in a healthcare simulation laboratory, dependent on innovative technology, to educate and train future practitioners. This research applied statistical rigor in a controlled experiment to maximize its applicability and generalizability.