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.

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.

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.

In order to present a significant usage of the computer-aided design (CAD)/computer-aided manufacturing (CAM) systems in the apparel and textile industry, the current literature has been observed. Although the CAD/CAM systems have also been increasingly applied to all fields apparel and textile manufacturing for the last few decades, improving the precision, productivity and the organization of the information flow, they have not been fully utilized in these industrial fields. The paper aims to discuss these issues.

The paper is structured in three main sections showing the vast applicability of the CAD/CAM systems, the benefits provided by them and the future trend in their development.

Although the initial development of the CAD/CAM systems strived to completely eliminate manual and time-consuming operations, they have not been accepted in practice due to their inflexibility at making changes and the time needed for regenerating a complex parametric model. The textile and apparel industries show slow progress in acquiring the CAD/CAM systems.

This CAD/CAM technology enabled the customization in the design process according to individual needs and directed the textile and the apparel industry to moving into new directions such as the mass customization to personalization. The paper makes clear that although this technological concept is rather old, the use of the CAD/CAM systems will inevitably broaden in terms of applicability to new production stages.

Describes the development of an integrated computerized engineering database and CAD/CAM system at Presto Tools Ltd, Sheffield, UK. Following an examination of the existing computer hardware and software systems the factors inhibiting the development of an integrated environment were identified. Using a suite of computer programs and application packages including Smartware II, Anvil‐5000 (CAD) and Pathtrace (CAM), an integrated system was developed with the objective of creating a more responsive and interactive manufacturing environment. Describes the original facilities, and the development of the new system.

The paper highlights some Australian businesses where CAD‐CAM has ramifications for the quality of goods produced. Since this technology constitutes the core of flexible automation, it eliminates direct human involvement with certain aspects of product and process design, and production. Therefore, the outcomes are more predictable. Reviews are presented of the various dimensions of quality and the potential benefits of CAD‐CAM. There is also some discussion of TQM and the tendency to focus on shopfloor (consistent) conformance to given product specifications, in contrast to recent attempts to emphasise design, because it offers more scope for gaining competitive advantage. The empirical evidence indicates that CAD‐CAM has indeed had a greater impact on preproduction activities, and toolmaking in particular, than on factory operations. Also, styling is very significant in the context of quality enhancement. The ability to machine to closer dimensional tolerances may have been somewhat oversold in this respect, unless the definition covers raising productivity through “getting it right first time”.

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.

Different technologies may currently be used to produce dental prostheses, such as additive manufacturing and traditional milling. This study aims to evaluate and improve the fabrication process for hot-pressed porcelain dental prostheses and compare the use of masked stereolithography apparatus (MSLA) casting to computer-aided design/computer-aided manufacturing (CAD/CAM) casting. The cost-benefit analysis of producing dental prostheses through various technologies, including additive manufacturing and traditional milling, has not been fully explored. The cost of materials and processes used to produce prostheses varies based on complexity of design and materials used, and long-term effects, such as durability and wear and tear, must be taken into account.

Using key elements of part costs and estimation cost models, a multivariable approach was used to evaluate the practicality of the recommended strategy and process improvement.

The research found that MSLA casting provides a higher return on investment than CAD/CAM casting, and the optimized production process could be more suitable for the size and annual demand for prostheses.

Overall, this study highlights the need for a more comprehensive understanding of the cost-benefit analysis of different dental prosthesis production methods and emphasises the importance of evaluating long-term effects on the cost-benefit analysis.