Integrated manufacturing strategy for deployment of CADCAM methodology in a SMME
View/
Adedeji-Paper-CADCAM-qi-mkk-10-04082011-f.pdf (640.1Kb)
Download
Publication date
2013Keyword
CAD/CAM, Change management, Small medium manufacturing enterprise (SMME), Lean manufacturing, Small to medium-sized enterprisesCAD/CAM, Change management, Small medium manufacturing enterprise (SMME), Lean manufacturing, Small to medium-sized enterprises
Rights
© 2013 Emerald Group Publishing. Permission has been granted for this version to appear here: https://bradscholars.brad.ac.uk. Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited.Peer-Reviewed
yesMetadata
Show full item recordAbstract
Purpose – Cost reduction through the use of technology has become the competitive strength of companies. The benefits of technology integration are quite credible and have been effective in business competition. The purpose of this paper is to describe an integrated manufacturing strategy for the deployment of a CAD/CAM system in a small, medium manufacturing enterprise (SMME). Design/methodology/approach – A case study of a SMME is utilised in deploying an integrated CAD/CAM system for practical application of manufacturing technology for achieving sustainable growth through lean systems design (LSD). The paper presents a techno-economic and technology change management framework, with an application of a holistic set of lean deployment tools that include establishing a strategic and operational plan for implementing CAD/CAM systems as a means to achieving world-class performance. Findings – The paper shows that the CAD/CAM integration within the case company increased knowledge of CAD/CAM technology, productivity, and flexibility whilst reducing throughput times. Based on the literature review and the current case study, a framework for ideal CAD/CAM implementation has been proposed. The paper also shows that management and organisational structures are key inhibitors for successful implementation of technology integration. Research limitations/implications – The paper uses a single case study to validate deployment of the integrated manufacturing strategy in SMMEs. Hence there is a limitation to its generality. Practical implications – ThepaperprovidesanopportunitytofurtherunderstandCAD/CAMsystem implementation protocols within a well structured framework and its configuration within SMMEs. Social implications – The CAD/CAM implementation framework will allow the SMMEs to achieve Lean manufacturing (thereby minimising wastes) leading to improved growth and employment rates. Originality/value – The presentation of conceptualisation, development and implementation of an integrated CAD/CAM system in support of organisational wide Lean manufacturing initiative in SMMEs is an originality of this paper.Version
Accepted ManuscriptCitation
Esan AO, Khan MK, Qi HS and Naylor C (2013) Integrated manufacturing strategy for deployment of CADCAM methodology in a SMME. Journal of Manufacturing Technology Management, 24 (2): 257-273.Link to publisher’s version
http://dx.doi.org/10.1108/17410381311292331Type
ArticleCollections
Related items
Showing items related by title, author, creator and subject.
-
The development of a hybrid knowledge-based Collaborative Lean Manufacturing Management (CLMM) system for an automotive manufacturing environment: The development of a hybrid Knowledge-Based (KB)/ Analytic Hierarchy Process (AHP)/ Gauging Absences of Pre-Requisites (GAP) Approach to the design of a Collaborative Lean Manufacturing Management (CLMM) system for an automotive manufacturing environment.The automotive manufacturing facility is extremely complex and expensive system. Managing and understanding the dynamics of automotive manufacturing is a challenging endeavour. In the current era of dynamic global competition, a new concept such as Collaborative Lean Manufacturing Management (CLMM) can be implemented as an alternative for organisations to improve their Lean Manufacturing Management (LMM) processes. All members in the CLMM value chain must work together towards common objectives in order to make the LMM achievable in the collaborative environment. The novel research approach emphasises the use of Knowledge-Based (KB) approach in such activities as planning, designing, assessing and providing recommendations of CLMM implementation, through: a) developing the conceptual CLMM model; b) designing the KBCLMM System structure based on the conceptual model; and c) implementing Gauging Absences of Pre-requisites (GAP) analysis and Analytic Hierarchy Process (AHP) approach in the hybrid KBCLMM. The development of KBCLMM Model is the most detailed part in the research process and consists of five major components in two stages. Stage 1 (Planning stage) consists of Organisation Environment, Collaborative Business and Lean Manufacturing components. Stage 2 (Design stage) consists of Organisation CLMM Capability and Organisation CLMM Alignment components. Each of these components consists of sub-components and activities that represent particular issues in the CLMM development. From the conceptual model, all components were transformed into the KBCLMM System structure, which is embedded with the GAP and AHP techniques, and thus, key areas of potential improvement in the LMM are identified for each activity along with the identification of both qualitative and quantitative aspects for CLMM implementation. In order to address the real situation of CLMM operation, the research validation was conducted for an automotive manufacturer¿s Lean Manufacturing Chain in Malaysia. Published case studies were also used to test several modules for their validity and reliability. This research concludes that the developed KBCLMM System is an appropriate Decision Support System tool to provide the opportunity for academics and industrialists from the fields of industrial engineering, information technology, and operation management to plan, design and implement LMM for a collaborative environment.
-
Implementing time based manufacturing practices in pharmaceutical preparation manufacturers. Improving time-based manufacturing practices and enhancing manufacturing performance through action research.A double case study applying action research methodology was conducted in two pharmaceutical preparation manufacturers in the Netherlands to improve their manufacturing systems by implementing time-based manufacturing (TBM) practices. Following the diagnosis phase, the situation of each Company was analysed and suitable improvement interventions were selected for implementation in the Case Companies. At the end of the action research project, semi-structured interviews were taken in each Company a year later, and the achieved results of the improvement programmes were collected and analysed. This research extends the existing theory of time-based competition and demonstrates that TBM practices apply also in the pharmaceutical preparation manufacturing industry. Furthermore, this study shows how to improve TBM practices and reduce the throughput time by providing the route for improvement and implementation. Although the first Case Company did not improve the core TBM practices and manufacturing performance, its infrastructure improved through the implementation of an ERP system and further enhancement of its quality management system, illustrating that the design of the infrastructure is a key factor to become a time-based competitor. The second Case Company succeeded to improve the 2 TBM practices and throughput processes resulting in the reduction of the order cycle time and increase of the delivery dependability. Based on the data of the two Case Companies, this study demonstrated the relationship between these two manufacturing performance parameters, which indicates that manufacturers may strive for both delivery speed and delivery reliability using the same improvement plan. Adopting TBM is a long journey of many years and needs a continuous improvement infrastructure.
-
An integrated manufacturing strategy for implementation of lean manufacturing, six sigma and cadcam methodologies in a small medium manufacturing environment (SMME).The world is changing rapidly for the engineering community. Sustainability in every sense has become the watchword¿in terms of product manufacture and performance, and responding to global market and environmental pressures. A well thought-out manufacturing strategy can help organisations make choices that support its overall business objectives, respond to new opportunities and challenges as they arise. However, manufacturing strategy configuration and deployment in SMME¿s is a neglected field in manufacturing strategy literatures. More importantly, the application of lean manufacturing, Six Sigma and CIM strategies are said to be more applicable to batch production environments and large manufacturing organisations but not to SMMEs that operates a job shop type operating characteristics and with limited resource availability. With recognition that most of these methodologies were originally conceptualised and implemented in large manufacturing environments with batch and flow type manufacturing architecture, the need to develop solutions specific to SMME¿s with job shop type operating characteristics (tooling reclamation industry in particular) is imperative. The fundamental essence of this research is the development of an integrated manufacturing strategy which is based on Lean-Six Sigma-MRP-CADCAM methodologies at the case company. The framework for deploying this strategy is based on inputs from a business environment analysis, a lean strategic planning module (based on production planning and manufacturing/product cost structure analysis) and a lean resource planning interface that is predicated on value stream analysis and simulation models. The material and information flows of the case company manufacturing systems were studied. The approach taken emphasis the well know value engineering concepts of multiple-stage manufacturing system accumulating costs/time between individual stages as well as by transfer/material handling and work-in-process. The study shows that maximisation of capacity and resource utilisation, queue less work flow and flexible labour policies that support the case company¿s manufacturing system offer potential for reform which can substantially enhance customer service, product quality and overall improvement in investment returns.
