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This monograph examines research needs in computer aided production management (CAPM). Recommendations for future research and its organisation are made. The monograph is based on an in‐depth study of current CAPM practice in a varied sample of 33 companies. The study conclusions confirm many existing beliefs. Many companies are paying inadequate attention to the necessary prerequisites for successful CAPM implementation. The prerequisites change as the extent of CAPM system integration increases. Organisational rather than implementation issues dominate as integration increases. The proposed research would bring together existing knowledge of best CAPM practice to form methodologies for the audit, design and implementation of CAPM systems. The aim is to reduce the time‐span of the learning curve required for successful CAPM integration. The methodologies need to be specific to particular industrial sectors.

This article examines the impact of introducing computer technology in just‐in‐time (JIT) systems. Literature review has generally supported the notion that introducing computers within JIT production systems may enhance productivity. Also, the productivity of a computer integrated manufacturing (CIM) system may be enhanced by integrating it with the just‐in‐time (JIT) production system. This integrated production system is called the computer integrated just‐in‐time (CIJIT) production system. This empirical study provides strong evidence that integration of CIM and JIT can significantly improve a firm′s productivity and competitiveness.

A software package is described that attempts to develop students' knowledge of Computer Aided Production Management (CAPM) systems and an awareness of the power of the computer to predict the future by iteratively simulating individual workshop operations. It demonstrates the techniques of CAPM by means of manual simulation. Students then operate and adjust a simple computer simulation model and compare it with the manual exercise. Both versions are described and compared. The CAPM system is presently installed on the ACT Sirius and the IBM personal microcomputers. It consists of a series of basic programs and data files in four modules. There is wide scope for using both versions in degree courses in mechanical and production engineering and production management.

Computer production management systems are far more common than they were even five years ago, as a result of reductions in the costs of computer hardware and the growing use of package software by both large and small firms. However, there are still many problems associated with such computer systems. Though the symptoms are somewhat different depending on whether we are concerned with large or small companies, the root cause is the same: a lack of any clear philosophy of what production management systems do and how they should be designed. In addition companies face a need to integrate hardware from many different suppliers and the ability to do this would also be helpful to smaller firms. At the moment such integration is difficult to carry out.

This paper provides an overview of a series of research projects investigating the diffusion and appropriation of technologies for production and inventory control (PIC). These technologies are referred to, collectively, as production and inventory control systems (PICS) though also appear under a number of other names (for example, computer‐aided production management). PICS are information technologies used, predominantly by operations management or logistics personnel in manufacturing industry, to plan and schedule production runs and materials handling so that materials are available when required for production without holding unnecessary inventory. Typically, though not always, the technologies are computer‐aided. Like other technologies, they involve a significant amount of organisational as well as technical innovation (c.f. Damanpour, et al, 1989).

Editorial This special issue of Industrial Management & Data Systems is a huge departure from our usual journal/ monograph style. This is an additional issue to the year's volume — a bonus in fact.

Present and potential uses of microcomputers in teaching operations and production management are examined. Microcomputers are generally available to most students and managers. Difficulties lie in developing the most effective learning methods using microcomputers instead of expecting students to self‐learn entirely by working their way through a program manual in front of a screen. Potential uses of microcomputer‐based simulations and the possible learning benefits are explored. Uses of an aggregate planning case study are given as an example, involving manual calculations, group discussion and a microcomputer spreadsheet. The example shows how small groups can learn more effectively about the power and speed of microcomputers by using them in a real situation. The simulation emphasises the useful role of micro‐computers as an integral part of operations planning systems and decision‐making processes.

Examines Just‐in‐Time (JIT) from its evolution as a Japanese concept through to a review of its philosophy and implementation. Cites several techniques of implementation. Includes a review of the early work of various researchers and practitioners. Concludes that JIT is a very effective manufacturing philosophy which is universal in nature encompassing all aspects of manufacturing. Suggests a few deficiencies in current literature.

This article presents the results of a survey of the manufacturing activities of 60 engineering companies located in the North East of England. The survey was carried out in order to identify the extent to which companies in the region are currently using or planning to invest in Computer Integrated Manufacturing technology. Particular emphasis is placed on the usage of computer‐based decision support tools within the production management function. Usage of JIT production management techniques is also considered. Previous investigations have suggested that commercially available decision support tools have some serious limitations which may prevent their widespread use within manufacturing organisations. The survey sought to investigate the nature of these problems and to identify the requirements for more sophisticated decision support tools based on expert system and simulation modelling techniques.