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ONLINE FILE W7.4

THE COMPUTER-INTEGRATED MANUFACTURING MODEL
All of the hardware and software in the world will not make a computer-integrated
manufacturing (CIM) system work if it does not have the support of the people
designing, implementing, and using it. According to Kenneth Van Winkle, manager
of manufacturing systems at Kimball International, a furniture manufacturer,
Computer technology is only 20 percent of CIM. The other 80 percent is the busi-
ness processes and people. In order to bring people together and formulate a work-
able business process, CIM must start with a plan. This plan comes from the CIM
model, which describes the CIM vision and architecture. The basic CIM model is
shown in Figure W7.4.1.
The CIM model is derived from the CIM enterprise wheel developed by the
Technical Council of the Society of Manufacturing Engineers. Its outer circle re-
presents general business management. The inner circles represent four major
families of processes that make up CIM: (1) product and process definition, (2)
manufacturing planning and control, (3) factory automation, and (4) information
resource management. Each of these five dimensions is a composite of more specific
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Figure W7.4.1 The CIM model: Integration of all manufacturing activities under unified
management. (Source: Reprinted from the CASA/SME Manufacturing Enterprise Wheel, with
permission from the Society of Manufacturing Engineers, Dearborn, Michigan, 1999, 3rd ed.)
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manufacturing processes, and each dimension is interrelated with the others. Thus,
when planning a CIM system, no dimension can be ignored.
The hub of the wheel (the solid gold circle and the lighter gold circle around it)
represents the IT resources and technologies necessary for the integration of CIM.
Without an integrated plan, trying to implement CIM would be next to impossible.
There must be communication, data sharing, and cooperation among the different
levels of management and functional personnel.