This document provides information for a course on computer integrated manufacturing (CIM) at Wichita State University. It outlines topics that will be covered in the course including CIM concepts and techniques, CAD/CAM interfaces, enterprise resource planning, and a group project involving Wonderware software. Students will complete four papers and a project, and will be evaluated based on exams, papers, projects, and participation. The course aims to address components, design guidelines, and implementation of CIM systems.

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computer Integrated manufacturing
Industrial & Manufacturing Enterprise Department
The Wichita State University
http://www.mrc.twsu.edu/whitman/classes/ie775
Larry Whitman
whitman@imfge.twsu.edu
(316) 691-5907
(316) 978-3742

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IE775
Text
 Computer Integrated Manufacturing: from
concepts to realisation,
 Roger Hannam; 1996,
 Addison-Wesley, New York, NY
 Also, other books will be needed (don’t have to
buy)
 Rajan Suri, Quick Response Manufacturing; A Companywide Approach To Reducing Lead Times,
Productivity Press Inc., 1998.
 H. T. Goranson, The Agile Virtual Enterprise : Cases, Metrics, Tools, 1999.
 Shigeo Shingo, A Study of the Toyota Production System from an Industrial Engineering Viewpoint
 James P. Womack, Daniel T. Jones, Lean Thinking : Banish Waste and Create Wealth in Your
Corporation

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Course Goals
 Goals: Concepts and techniques for developing
computer integrated manufacturing systems. CIM
components, CAD/CAM Interfaces, Computer
Aided Process Planning and its role in the
development of CIM systems, Enterprise Resources
Planning (ERP) for CIM, Product Data Management
(PDM) in a CIM environment, databases, and
networking will be addressed with an emphasis on
design guidelines.

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Evaluation
Evaluation:
Mid-Term 25%
Project 30%
Papers (4
papers)
40%
Instructor
Points
5% (note this includes attendance)
and participation
read the chapters and contribute!!

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Tentative Schedule
IMPORTANT DATES AND TENTATIVE EXAM SCHEDULE
Mid-Term
Last date to withdraw with a "W" October 29, 1999
Paper1 - The Manufacturing Enterprise September 16, 1999
Paper2 - CIM Case Study September 23, 1999
Paper3 - CIM Models October 14, 1999
Paper4 - Special Topic (book report) December 2, 1999
Project December 16, 1999 by 5PM.

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Grading Scale
Grading:
Letter Grade
A 93 - 100%
B 84 - 92%
C 70 - 83%
D 60 - 69%
F <60%
Not higher than!

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Papers
Papers: The papers will be of the 3-5 page variety. The
papers will be 2-3 pages and the book report will be 5
pages. The paper should be 75% summary of the
paper/book and 25% critique/commentary

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Project
 The project will be accomplished with ONE or
TWO other students. The project will utilize the
Wonderware "In-Touch" man-machine interface
software (and possibly use the "In-Control" and
"IndustrialSQL Server") products if you desire)).
 The project will likely be the difference between
an ‘A’ and a ‘B’. The project grade will be mostly
determined on the creativity and skill level shown.

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Tentative Course Outline
Date Topic
8/26 Course Introduction/ Chapter 1 in text
9/2 Overview of the Manufacturing Enterprise
Paper #1: The Manufacturing Enterprise – Due on 9/16
9/9 CIM and CAD/CAM
9/16 CIM Models (Architecture and Models)
Paper # 2: CIM Case Study – Due on 9/23
9/23 Networks
9/30 CIM Databases
Paper # 3 - CIM Models – Due on 10/14

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Tentative Course Outline
Date Topic
10/7 ERP and PDM for CIM
10/14 Presentation on paper (1 of the 3 above)
10/21 Wonderware software overview/Exam Review
10/28 Mid - Term Exam
11/4 Process Planning
Project - Wonderware project (VB links) – Due on 12/16
11/11 Special Topics (agility, holonic manufacturing)
11/18 Project Work (no class)
Paper # 4: - Special Topic (book report)–Due on 12/2
12/2 Various Applications
12/9 Presentations of book reports
12/15 Wonderware Project Report Due

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Who are you?
 Who -are you
 Where - are you from?
 Why -are you here?
 What -do you want to get from this class?

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Introduction
 focus on the word ‘Integrated’ not on the word
‘computer’

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Formal Definition
 “the integration of business, engineering,
manufacturing and management information that
spans company functions from marketing to
product distribution.” Harrington
 originally, to integrate what had already been
computerized.
 shop floor processes
 manufacturing engineering planning of those
processes
 production planning and control of both the shop
floor and the materials used.

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Synonyms
 CIE - computer integrated enterprise
 CIME - computer integrated manufacturing
enterprise
 CIM means many different things to many
different people.

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CASA/SME CIM Wheel
From CASA/SME

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CASA/SME CIM wheel is a good
overview of CIM
 revised version (quality no longer separate)
 no hierarchy
 which are aided by CIM?

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CASA/SME CIM Wheel (background)
 1985 - The Computer and Automated Systems Association of the Society
of Manufacturing Engineers (CASA/SME) published its vision of enterprise-
wide teaming--the CIM Enterprise Wheel
 1992 - New Manufacturing Enterprise Wheel. This updated vision
preserves the understanding gained from the previous CIM Enterprise
Wheel. The old Wheel looked primarily at automation and integration inside
the enterprise. The new Wheel looks outside as well. It adds understanding
in these six areas:

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CASA/SME CIM Wheel (background)
 The central role of a customer-oriented mission and vision to strive for
continuous improvement.
 The importance of teams and human networking in the new manufacturing
environment.
 The continuing importance of computer tools, now increasingly distributed
and networked. This includes tools to support networking and concurrent
engineering.
 A focus on key processes and best practices throughout the enterprise, from
marketing through design, manufacturing, and customer support.
 Recognition of the move away from bureaucratic structures, to leaner and
more agile organizations.
 The need to integrate an understanding of the external environment,
including customers, competitors, suppliers, and the global manufacturing
infrastructure.

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Wheel - Six Elements
 The new Manufacturing Enterprise Wheel describes
six fundamental elements for competitive
manufacturing:
 The central role of the customer and evolving customer needs.
 The role of people and teamwork in the organization.
 The revolutionary impact of shared knowledge and systems to
support people and processes.
 Key processes from product definition through manufacturing
and customer support.
 Enterprise resources (inputs) and responsibilities (outputs).

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Wheel - customer centered
 A customer-centered mission provides a clear direction to
align activities and empowers the work of teams in the
new manufacturing enterprise.

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Wheel - people
 The central role of people in the organization forms
the inner circle of the Wheel. The enterprise is only
as strong as its people, organization, and culture.

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Wheel-Shared Knowledge and Systems

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Wheel - Processes

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Wheel - 15 Processes
PRODUCT/PROCESS DEFINITION
1) Business Definition
2) System Design
3) Component Design
4) Continuous Improvement
5) Documentation and Release
MANUFACTURING (/Service)
6) Resource Planning
7) Operations Planning
8) Component Fabrication
9) Assembly and Test
10) Material Management
CUSTOMER SUPPORT
11) Global Organization
12) Distribution
13) Sales and Promotion
14) Customer Services
15) Life-Cycle Transitions

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Wheel - Concurrent Engineering

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Wheel - Virtual Enterprise

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Wheel - Virtual Enterprise
Product/Process Definition Manufacturing Customer Support
1 Business Definition 6 Resource Planning 11 Global Organization
2 System Design 7 Operations Planning 12 Distribution
3 Component Design 8 Component Fabrication 13 Sales and Promotion
4 Continuous Improvement 9 Assembly and Test 14 Customer Services
5 Documentation and Release 10 Material Management 15 Life-Cycle Transitions
how well, not who
performs each of the activities of the processes

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Wheel - Resources

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Wheel - Manufacturing Infrastructure
•workforce
•investment
•transportation
•communication
•suppliers
•schools
•research
•government support
Infrastructure separates top manufacturing regions and
countries from others.

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Wheel

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Mfg Buzzword Bingo
From text

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the CIM Jigsaw - what’s missing?
Computing
Systems
Software
(CAD, etc.)
Manufacturing
CAM
Info and Data
Activity
Integration
and
Networks
Protocols
and
Standards
Implementation

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Why CIM?
 because it is cool - NO!
 because everyone else is -NO!
 CIM is not an end, it is the means to an end
 must be linked to strategy!

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Why CIM - to meet competitive
pressures
 to reduce lead times
 to reduce costs
 to reduce inventory (or need for)

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Why CIM - to coordinate and
organize data
 functional - about organization (still important)
 product - about parts
 operational - plan or instructions
 performance - reporting on performance

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Why CIM - others
 to eliminate paper
 automate communication
 simultaneous engineering (IPD)
 because it is possible?

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What is INTEGRATED?
 parts indistinguishable?
 no, seamlessly linked is what we mean
From text

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Integration - linked
From text

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EDI - electronic data interchange
EDI : Electronic Data Interchange -
(1) The subject of electronic data exchange and sharing generally, or
(2) Electronic data and/or document interchange format (X12), particularly in a
purchasing context.
EDIF : Electronic Data Interchange Format
A neutral file specification for the transfer of electronic CAD/CAM data.
EDIFACT : Electronic Data Interchange for Administration, Commerce & Trade
A standard for commercial transactions between (differing) computer systems
of different commercial organizations.
Although we often talk of EDI applied to exchange of technical information it is properly used to
describe commercial transactions such as the passing of invoices. Standards for EDI exist and
are widely used. UN EDIFACT is becoming the accepted standard for this type of transaction.
When technical information is exchanged between computer systems (see the item on
datasheets), this is really a sub-set of technical data sharing. In these circumstances we should
use the term technical EDI, or TEDI.

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Islands of Automation
Local optimization

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MAP/TOP/STEP
•only 15% of over 40,000 systems can communicate
•cost of communication is 50% of total
•wiring costs occur when new systems are installed or retooled
•custom software is needed to interface two processes
•programmable equipment increasing rapidly
•single largest roadblock to future automation of plants

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MAP
• based on Open Systems Interconnection (OSI)
• seven layer broadband token-bus communication spec
• MAP and TOP always connected, differ in applications
• GM has 8 plants running MAP with 25 (1990 )
• GM installing MAP as they overhaul plant
• tests on ethernet
• Lotus 1-2-3 "Factory" has MAP protocols

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TOP
• exchange of info in electronic mail,
• word processing,
• file transfer,
• graphics,
• database management,
• business analysis tools

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TOP objectives
• allow the interconnection of multiple office local-area networks (LANs),
which could be connected to wide-area networks (WANs) and digital
private-branch exchanges (PBXs) for long-distance communications
• specify existing or emerging international and industry standards
• make possible an office communications network in which equipment
from multiple suppliers can be used
• facilitate free and easy data access and the interchange of data by
equipment from different suppliers
• lower office systems costs by reducing the need for multiple cables and
customized networking software
• improve the flexibility and adaptability of production systems to meet
changing demands
• shorten the lead time for designing and implementing integrated office
systems

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Summary
Computer IntegratedManufacturing