Design Rules For A Cim System
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Design Rules for a CIM System
Hardbound. The information in this book was developed within the European Strategic Programming of Research and Development in Information Technology (ESPRIT). The purpose of this volume is to propose a European systems architecture for Computer Integrated Manufacturing (CIM) - one of the aims of the ESPRIT project.There three main objectives are: to analyse and modularise a chosen CIM scenario into twenty-four separate sub-systems; to define and describe the minimum functional provisions which each sub-system must include in order to be classified as an ESPRIT specified' CIM sub-system; to identify and explain the inter-relationships which need to exist between each particular sub-system, and all other CIM sub-systems.This book is one of the first significant Functional Specifications for CIM ever to be produced, and offers invaluable support to those working in the fields of CIM and factory automation.
CIMOSA: Open System Architecture for CIM
Author: ESPRIT Consortium AMICE
language: en
Publisher: Springer Science & Business Media
Release Date: 2012-12-06
Enterprise operation efficiency is seriously constrained by the inability to provide the right information, in the right place, at the right time. In spite of significant advances in technology it is still difficult to access information used or produced by different applications due to the hardware and software incompatibilities of manufacturing and information processing equipment. But it is this information and operational knowledge which makes up most of the business value of the enterprise and which enables it to compete in the marketplace. Therefore, sufficient and timely information access is a prerequisite for its efficient use in the operation of enterprises. It is the aim of the ESPRIT project AMICE to make this knowledge base available enterprise-wide. During several ESPRIT contracts the project has developed and validated CIMOSA: Open System Architecture for CIM. The CIMOSA concepts provide operation structuring based on cooperating processes. Enterprise operations are represented in terms of functionality and dynamic behaviour (control flow). Information needed and produced, as well as resources and organisational aspects relevant in the course of the operation are modelled in the process model. However, the different aspects may be viewed separately for additional structuring and detailing during the enterprise engineering process.
Open System Architecture for CIM
Author: ESPRIT Consortium AMICE
language: en
Publisher: Springer Science & Business Media
Release Date: 2012-12-06
On Integration computer applications have by now entered almost all enterprises, but mostly in an uncoordinated way without long term integration plans or automation strategies. Departments introduced computing equipment and purchased or developed programs to support their department operations. This approach divided an enterprise into small and almost autonomous enterprises, each with the goal to deploy the computer to make their department and its associated activities work more efficiently. Thus many departments acquired computers, developed and installed automation systems and PCs and educated their staff, announcing this was done to make the work force aware of the large benefits that computers bring. In this fashion the most important functions in an enterprise were more or less computerized (accounting more, CAM and CAD less). In 1986 Europe, the level of computerization in descending order of significance was as follows: Accounting, Inventory Control, Order Entry, Production Planning & Control, Purchasing, Distribution, Sales Planning, Shop Floor Control, Process Control, Quality Control, Manufacturing Engineering (including CAM), and finally Design Engineering (with CAD) [1]. The net result (something that dawned upon us after decades) was that the enterprise consisted of many II islands of ll automation • Moreover, these islands could even be found within departments, where specific functions had been computerized without regard to the impact on the remainder. In the late seventies it became clear that smooth transfer of information between enterprise activities and even within departments was a burden, if at all possible.