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Beginning with a detailed analysis of 24 published surveys and programmes of library and information science curricula from 1969–1975, the article discusses the professional continuity in changing courses. A particular problem is maintaining the identity of ‘core studies’ in professional curricula. The content and objectives of computer courses are listed and discussed. The coverage of the author's own survey is explained. All 17 schools in the U.K., 1 in Dublin and 13 in eastern U.S.A. and Canada were visited in 1978 involving interviews with over 130 people individually or in groups. Ten schools overseas provided further data in questionnaires. The results of the survey begin by summarising the various stated objectives for computer courses. There follows a review of the structure of such courses and the views on options in this subject. Outlining the titles, content, duration and staffing, the article reviews, with supporting tables, courses for computer appreciation, programming and library automation. Separate tables and commentary cover the data from the questionnaires. In the conclusions, it is emphasised that computing is now an essential part of professional education, though how much and for whom is not yet decided. Advanced courses will soon be needed for those wishing to specialise.

One of the bottle‐necks of computer numerical control (CNC) machining is the CNC programming. It relies on the experience and skills of the CNC programmer for the generation of the CNC program. The intelligent process‐planning system described in this paper generates a process plan automatically for CNC programming. It utilizes artificial intelligent technologies such as knowledge base, blackboard system and machine learning to extract machineable features, and proposes and selects optimal tools for the machining of the given part. Its flexibility and simplicity provide a convenient way to include new techniques and knowledge. The incorporation of this system with other CAD/CAM tools could effectively automate the CNC programming process.

Automation is pervading all areas of academic library work. Librarians must be adequately trained in order to exploit the new technology. The literature recognizes that there are certain prerequisites for successful training. Libraries in developing countries face additional problems in the area of training for information technology. There are special circumstances at the University of Botswana Library. The University of Botswana Library automation training programmes aim to tackle these special circumstances and the problems unique to developing countries, and at the same time fulfil the recognized conditions needed for successful training. Gives a detailed outline of several University of Botswana Library automation training programmes.

Brodart Automation offers a wide range of services and products from microcomputer to online. In July 1985, Brodart introduced the first CD‐ROM‐based public access catalog, which was designed to compete with COM and online catalogs. Currently, Brodart is applying its creativity to adapting library services to global networks. Its vision and commitment are reflected in the team approach to product development and support.

Organizations are fast adopting new technologies such as automation, analytics and artificial intelligence, collectively called intelligent automation, to drive digital transformation. When adopting intelligent automation, there is a need to understand the success factors of these new technologies and adapt agile software development (ASD) practices to meet customer expectations. The purpose of this paper is to explore the success factors of intelligent automation and create a framework for managers and practitioners to meet dynamic business demands. Total interpretive structural modeling (TISM) framework is a suitable approach to integrate quantitative measurement with qualitative semi-structured interviews capturing the context of the individual organization environment.

This paper identified agility factors and their interrelationships using a TISM framework. TISM results were validated using a one-tailed t-test to confirm the interrelationships between factors. Furthermore, the agility index of a case project organization was assessed using a graph-theoretic approach (GTA) to identify both the triggering factors for agility success and improvement proposals.

Results showed that leadership vision, organization structure and program methodology were driving factors. The TISM model was validated statistically and the agility index of the intelligent automation case project organization was calculated to be79.5%. Here, a GTA was applied and the triggering factors for improvement of the agility index were identified.

The limitations of the study are described along with the opportunities for future research as the field evolves through the rapid innovation of technology and products.

The increasing role of digital transformation in enterprise strategy and operations requires practitioners to understand how ASD practices must be planned, measured and/or improved over time through the implementation of automation, analytics and artificial intelligence programs. The TISM digraph provides a framework of hierarchical structure to organize the influencing factors, which assists in achieving organizational goals. This study highlights the driving factors which contribute to the success of intelligent automation projects and project organizations.

This is a first attempt to analyze the interrelationships among agility factors in intelligent automation projects (IAP) using TISM and the assessment of the agility index of a case IAP organization using a GTA.

AUTOMATION is generally a process superimposed on existing plants, not exactly a thing of shreds and patches, but a compromise between the ideal and the practicable. Rarely is it possible to find it as the basic conception in the mind of the industrialist before even the blue prints of a new manufacturing process have been prepared.

Manufacturing excellence is critical to our nation’s economy. Indian Government’s National Manufacturing Policy, drafted in 2011, is being revamped to include the aspects of Industry 4.0. Initiatives, both led and assisted by government and industries, are being launched to catalyze and transform India’s manufacturing competencies. This paper aims to study the functional areas which can potentially leverage Industry 4.0 technologies and help India’s manufacturing establishments to transform. It does so in context of the aspirations of India’s small and medium discrete manufacturing establishments (SMME) towards adopting digital technologies for the identified functional areas. The study draws its context from the relevant literature review intended to examine the academic articles published until the end of September 2018, followed by a maturity assessment survey of Indian SMMEs to establish priority areas

The literature survey has been complemented with a maturity survey of more than 250 of Indian SMMEs to establish adoption gaps by comparing proficiency and sophistication of their present status and proposed adoption aspirations by 2020. The assessment of the organizational aspirations and gap areas identified is expected to indicate which of the Industry 4.0 elements can be adopted by them.

The maturity survey undertaken throws up several insights – Indian SMME community’s self-assessment indicates operational measurements followed by manufacturing and design interventions as the aspired transformation cycle. The survey indicates that manufacturers would like to make changes to their design and manufacturing strategies based on performance metrics; therefore, they need to first capture real-time machine data, analyze and then incorporate the resulting improvements in manufacturing and design decisions in that order.

The maturity assessment method itself is in evolution stage, and future correlations with benefits will strengthen observations. Industry 4.0 being relatively new initiative for India, availability of country-specific academic literature is limited. The maturity assessment survey undertaken across organizations of North, West and South India therefore carries the risk of not reflecting the views of a wider population. The current maturity, or the lack of it, of proficiency and readiness of India’s SMMEs with respect to digital technologies may also be a barrier to self-examine.

This research is expected to provide insight into priorities to be adopted for digital-centric transformation by Indian SMMEs. It is expected to facilitate policymakers and influencers from government and industry to help frame policies that facilitate the adoption of digital technologies by Indian SMMEs and facilitate India’s technical education community to adopt skill development programs to support industry. It is expected to provide guidance to India’s academic institutions to rejig their curriculums to help bridge the critical skills gap that exists between newly inducted engineering professionals and industry.

Digitalization is expected to foster lean and therefore support sustainability initiatives. Digitalization is expected to help create new, alternative sources of employment which are more relevant to emerging times and foster unlearning the past and relearning of new skills. This emerging diversity of engineering applications resulting from digitalization is expected to also support the larger and poorer agricultural community of India and help the sector to become more efficient and productive, which in turn will reduce economic alienation of a large section of Indian society.

Industry 4.0 has been identified as the transformational initiative for India’s manufacturing competitiveness. Indian manufacturing sector needs to urgently implement the digital technologies and improve their performance and remain relevant in this dynamic market. This research will help guide them to frame their respective digital strategies and be successful. This research will help government and industry influencers to plan and execute their interventions.

Automation development is being backed both by Industry and Government in Sweden. Details of the research now being undertaken are presented in this report.

The manufacturing strategy literature suggests a number of areas in which decisions are of strategic importance. This study uses a survey of manufacturing executives from 213 business units in the United States to explore empirically the concept of strategic decision categories and improvement programmes that are related to each category. The concerns expressed by the 213 manufacturing executives are categorised and are shown to correspond fairly well with the strategic decision categories from the literature. The survey responses to questions about plans for programmes and activities to improve manufacturing over the next 2 years are also categorised. The relationships between planned programme categories and the strategic concerns that underlie them are explored and summarised.

‘Britain will have in the future, as in the past, the finest public library service in the world.’ That was the prediction of Richard Luce, Minister for the Arts, speaking at the CLSI Annual Lecture on Library Automation. The Minister was speaking at the invitation of Patrick Regester, Managing Director of CLSI, who invited Mr. Luce to outline his proposals for the future financing of public libraries in England as published in the Government's Green Paper, Financing our Public Libraries.