Cim Concept

CIM CONCEPT
Bagian I
CHALLENGES IN MANUFACTURING
SYSTEM
 To be competitive, a manufacturer must recognize and

meet two challenges:
1. External challenges: 2. Internal challenges:
- Niche markets - Setup time
-Traditional competition - Quality
- Suppliers - Manufacturing space ratio
- Partnerships and alliances - Inventory
- Customers - Flexibility
- Global economy - Distance
- Cost of money - Uptime
- Internet
INTERNAL CHALLENGES
 Manufacturing strategy: a plan or process that forces
congruence between the corporate objectives and
marketing goals and production capability of a company
 Thus, a manufacturing company have to:

 Define corporate goals.
 Develop the necessary marketing strategies to satisfy the
corporate goals.
 Analyze the marketplace and determine how the products will
fit with market conditions and competition.
 Determine the process to be used for manufacturing the
products.
 Provide the manufacturing infrastructure necessary for the
production
THE ENTERPRISES
AREAS Human Resource
Management
Finance Design Purchasing
Manufacturing
Production planning and
control (MPC)
Enterprise
Marketing
management and
and sales
strategic planning
THE ENTERPRISE AREA
 Design  business definition, system design, component

design, continuous improvement, documentation and release.
In CIM context, this area usually refer s to computer-aided
design (CAD)
 MPC  material management, assembly and test, component
fabrication, operations planning, and resources planning.
Manufacturing resources planning (MRP II) concepts and
software are frequently applied in this area.
 Production  Flexible Mnufacturing Cells (FMCs), Computer
Numerical Control (CNC) machines, smart conveyor systems,
automatic tracking, industrial robots.
PRODUCTION STRATEGIES AND
MANUFACTURING LEAD TIMES
ETO
MTO
ATO MTS
ATO
Assembly
Subassembly Final Assembly

Manufacturing
Design
SOLUTION
 Fixing one problem while ignoring others often reduces overall

productivity
 Manufacturing presents an integrated set of problems that
require an integrated solution.
 That solution is computer-integrated-manufacturing.
 Joseph Harrington Jr. recognized the value of integration and in
1973 introduced the term computer-integrated-manufacturing
in his book.
CIM DEFINED
 The Computer and Automation System Association (CASA) of the

Society of Manufacturing Engineers (SME) defined CIM as follows:
“CIM is the integration of the total manufacturing enterprise through the
use of integrated systems and data communications coupled with new
managerial philosophies that improve organizational and personnel
efficiency”
CIM is a new way to do business that includes a commitment to total

enterprise quality, continuous improvement, customer satisfaction, use
of a single computer database for all product information that is the
basis for manufacturing and production decision in every department,
removal of communication barriers among all departments, and the
integration of enterprise resources.
CIM PROCESS (1)
 STEP 1: Assessment of the enterprise in three areas:

 Technology  The current level of technology and process
sophistication present in manufacturing.
 Human resources  The current state of employee readiness for the

adoption of CIM automation across the enterprise.
 System  The reason why the production systems function as they

do.
 THE ENTERPRISE NEED TO CHANGE AND PREPARE THE

RESOURCES, HARDWARE AND SOFTWARE
CIM PROCESS (2)
Obstacles to CIM implementation:
- Lack of in-house technical expertise

- Top management doesn’t grasp benefit
- Inadequate planning or lack vision
- Inadequate cost-justification methods
- Unavailability of funds
- Fear of poor implementation
CIM PROCESS (3)
 STEP 2: Simplification  elimination of waste

 Simplification is a process that removes waste from every operation
or activity to improve the productivity and effectiveness of the
department and organization.
 CIM moves the manual or functionally automated operations into

an integrated enterprise wide solution.
 What is waste, and where is it found?
 Identifying fundamental waste reduction requires that every
employee be trained in the fundamentals of business during the first
step in the CIM implementation.
 However, the war on waste is never over because employees must
use the continuous improvement technique to continue searching
for cost-added operations to eliminate.
CIM PROCESS (4)
 STEP 3: Implementation with performance

measure
 Parameters:
- Product cycle timeInventory turn by product
- Production setup time
- Quality and rework
- Employee output/productivity
- Employee continuous improvement suggestions
CIM PROCESS (5)
 Contoh case study pada Valve Manufacturer

Valve Manufacturer’s Performance Report Card Case History
Baseline Six months Eighteen

months
Cycle time 18 weeks 6 weeks 1week
Inventory turns 4 8 48
Quality 85% 95% 99.8%
(finished part)
Floor space 800ft2 400ft2 80ft2
CIM PROCESS (5)
 ABCD scoring process
 ABCD checklist (developed by the Oliver Wight Companies) is a
series of sixty eight questions.
 The checklist measures enterprise progress toward world-class
performance in the following five basic business functions:
strategic planning processes, people/team processes, total quality
and continuous improvement processes, new product development
processes, and planning and control processes.
 Based on the average of the numeric score, the company is
classified as:
 Class A: average greater than 3.5
 Class B: average between 2.5 and 3.49
 Class C: average between 1.5 and 2.49
 Class D: average less than 1.5
CIM PROCESS (6)
 The final step in the CIM implementation process consists of the

acquisition and installation of hardware and software to the
specification developed in step 1 and step 2.
 When assessment and simplification are complete and a
performance measurement system is in place, successful
implementation of hardware and software is assured.
Unfortunately, many companies implement CIM automating

starting with step 3!!!
 As a result, they automate all the disorder of the poor
production processes and produce waste at a record rate.
CIM PHILOSOPHY
 Use costumer satisfaction as the basis of decision

 Total quality principles
 Values the ideas of every employee
 Does not accept the status quo but work toward continuous
improvement.
A SUCCESSFUL CIM
IMPLEMENTATION
 Has a common database
 Uses automation hardware and software
 Well-managed

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CIM CONCEPT

 To be competitive, a manufacturer must recognize and

 Thus, a manufacturing company have to:

Finance Design Purchasing

 Design  business definition, system design, component

Subassembly Final Assembly

 Fixing one problem while ignoring others often reduces overall

 The Computer and Automation System Association (CASA) of the

CIM is a new way to do business that includes a commitment to total

 STEP 1: Assessment of the enterprise in three areas:

 Human resources  The current state of employee readiness for the

 System  The reason why the production systems function as they

 THE ENTERPRISE NEED TO CHANGE AND PREPARE THE

Obstacles to CIM implementation:

- Lack of in-house technical expertise

 STEP 2: Simplification  elimination of waste

 CIM moves the manual or functionally automated operations into

 STEP 3: Implementation with performance

 Contoh case study pada Valve Manufacturer

Baseline Six months Eighteen

 The final step in the CIM implementation process consists of the

Unfortunately, many companies implement CIM automating

 Use costumer satisfaction as the basis of decision

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