CIM planning: An exploratory study of factors practitioners perceive important to CIM planning success

Our purpose in conducting this exploratory study was to identify the factors that practitioners perceived to be important to the success of CIM (Computer Integrated Manufacturing) planning. We reviewed the CIM literature and conducted personal interviews with practitioners to develop a list of factors believed to influence the success of CIM planning. Next, we developed a survey to evaluate the importance of the factors that the practitioners perceived to influence CIM planning success. A factor analysis was conducted on the data obtained through the surveys. The factor analysis produced the following five factors: Planning and Preparing for Implementation; Top Management Support and Leadership; Team/Worker Planning and Involvement; Functional Manager Support and Involvement; and Organizational Changes. Further analysis suggested that practitioners perceived Top Management Support and Leadership to be the most important factor, Organizational Changes to be the least important, and the other three factors to be equally important. Our findings underscore the importance of top management in facilitating the planning process and the roles of functional managers and workers in developing the plans.

[1]  Karl-H. Ebel.  Manning the Unmanned Factory. , 1989 .

[2]  Charles A. Snyder,et al.  The obstacles to successful CIM , 1994 .

[3]  Steven Alter.  Decision support systems for manufacturing , 1983 .

[4]  Daniel S Appleton.  The state of CIM , 1985 .

[5]  John E. Ettlie,et al.  Integrating Design and Manufacturing to Deploy Advanced Manufacturing Technology , 1987 .

[6]  Manfred Lieb,et al.  Computer Integrated Manufacturing as a Two‐edged Sword , 1989 .

[7]  Mark A. Huselid,et al.  Organizational Commitment, Job Involvement, and Turnover: A Substantive and Methodological Analysis , 1991 .

[8]  S. Fiske,et al.  Social Psychology , 2019, Encyclopedia of Personality and Individual Differences.

[9]  F. Glen.  The social psychology of organizations , 1976 .

[10]  James F. Cox,et al.  Developing computer integrated manufacturing: Major issues and problem areas , 1989 .

[11]  Albert Jones,et al.  An Architecture for Decision Making in the Factory of the Future , 1987 .

[12]  Andrew R. Baggaley,et al.  Deciding on the ratio of number of subjects to number of variables in factor analysis , 1982 .

[13]  Charles A. Snyder.  CIM networking: promise and problems , 1991 .

[14]  Arthur Latimer Rutledge.  An exploration of the adoption, design, and implementation of computer integrated manufacturing (cim) in the aircraft industry , 1986 .

[15]  T. Kramer,et al.  Managing computer integrated manufacturing (CIM): A review of themes, issues, and practices , 1992 .

[16]  F. McFarlan,et al.  The information archipelago--plotting a course. , 1983, Harvard business review.

[17]  Jack R. Meredith,et al.  Implementing New Manufacturing Technologies: Managerial Lessons over the FMS Life Cycle , 1987 .

[18]  William J. Doll,et al.  Forging a Partnership to Achieve Competitive Advantage: The CIM Challenge , 1987, MIS Q..

[19]  Mohsen Attaran,et al.  CBMFIS: CORE OF THE “FACTORY OF THE FUTURE” , 1988 .

[20]  John W. Nazemetz,et al.  Assessment of the strategies for effective implementation of computer integrated manufacturing systems (CIMS) , 1987 .

[21]  L. McKay.  Overcoming resistance to change. , 1993, Canadian journal of nursing administration.

[22]  Charles H. Fine,et al.  Research and Models for Automated Manufacturing , 1987 .

[23]  E. Husserl,et al.  Méditations cartésiennes; introduction à la phénoménologie , 1932 .

[24]  R. Kaplan.  Measuring manufacturing performance: a new challenge for managerial accounting research , 1983 .

[25]  Robert T. Golembiewski,et al.  Measuring Change and Persistence in Human Affairs: Types of Change Generated by OD Designs , 1976 .

[26]  Elliot Mittler,et al.  Managing the dynamics of new technology: Issues in manufacturing management : by Hamid Noori, Prentice-Hall, Englewood Cliffs, NJ, 1990, 383 pp. , 1991 .

[27]  J. Conger.  Inspiring others: the language of leadership , 1991 .

[28]  David W. Roach,et al.  Obstacles to computer integrated manufacturing success: A study of practitioner perceptions , 1997 .

[29]  Hugh J. Watson,et al.  Critical Success Factors for Information Center Managers , 1988, MIS Q..

[30]  Richard J. Badham.  The Social Dimension of Computer-Integrated Manufacturing: An Extended Comment. , 1991 .

[31]  E. Sorrentino.  Overcoming barriers to automation. , 1991, Nursing forum.

[32]  D. L. Flarey.  Reengineering the Corporation , 1994 .

[33]  E. Trist,et al.  Some Social and Psychological Consequences of the Longwall Method of Coal-Getting , 1951 .

[34]  Raymond B. Cattell,et al.  The Meaning and Strategic Use of Factor Analysis , 1988 .

[35]  William R. King,et al.  Do organizations achieve their objectives from computer-based manufacturing technologies? , 1992 .

[36]  C. L. Ang,et al.  Planning and implementing computer integrated manufacturing , 1989 .

[37]  Hideo Takanaka,et al.  Critical success factors in factory automation , 1991 .

[38]  Blake Ives,et al.  Executive Involvement and Participation in the Management of Information Technology , 1991, MIS Q..