Computer integrated manufacturing in small companies: a case study
| DOI | https://doi.org/10.1108/02635579810213143 |
| Published date | 01 May 1998 |
| Date | 01 May 1998 |
| Pages | 138-144 |
| Author | A.C. Caputo,G. Cardarelli,M. Palumbo,P.M. Pelagagge |
| Subject Matter | Economics,Information & knowledge management,Management science & operations |
[ 138 ]
Industrial Management &
Data Systems
98/3 [1998] 138–144
© MCB University Press
[ISSN 0263-5577]
Computer integrated manufacturing in small
companies: a case study
A.C. Caputo
Faculty of Engineering, University of L’Aquila, Monteluco, L’Aquila, Italy
G. Cardarelli
Faculty of Engineering, University of L’Aquila, Monteluco, L’Aquila, Italy
M. Palumbo
Faculty of Engineering, University of L’Aquila, Monteluco, L’Aquila, Italy
P.M. Pelagagge
Faculty of Engineering, University of L’Aquila, Monteluco, L’Aquila, Italy
A methodology for introduc-
ing computer integrated
manufacturing (CIM) technol-
ogy in small companies has
been developed. With the aim
to assess the capabilities in
real applications of the pro-
posed approach, a case study
is presented in this paper. The
case study refers to a small
Italian company (Italpneu-
matica Sud) producing pneu-
matic components under one
of the leading trademarks in
the world (SMC). Results of
first experimental tests
demonstrate ability of the
developed methodology in
improving overall company
performances, maintaining at
the same time low implemen-
tation costs.
1. Introduction
Computer integrated manufacturing (CIM)
technology provides companies with an
excellent opportunity in order to compete in
the present global context. The actual situa-
tion also favours small companies in develop-
ing and implementing CIM applications, due
to many concurrent factors (de Venuto et al.,
1994; Gupta and Brennan, 1995):
• availability of low cost hardware and soft-
ware tools, with better performance and
quality, makes CIM solutions accessible
even to limited budget companies;
• technical improvement in the fields of net-
working and personal computers allows for
reliable distributed information systems,
providing the opportunity to use an afford-
able step-by-step approach while safeguard-
ing integrity;
• increased awareness, at management level,
of the competitive potential offered by CIM
solutions;
• actual turbulence of markets requires small
companies to continuously increase perfor-
mance, such as production flexibility,
timely purchasing and delivery, process and
product quality, in order to avoid the risk of
quickly being overshadowed by more far-
sighted competitors.
As a consequence, the introduction of CIM
technologies may represent, particularly for
small companies, one of the most promising
strategies to acquire and maintain a competi-
tive edge, from product development to mar-
keting and distribution.
In this paper a case study is presented con-
cerning CIM introduction in a small com-
pany (Italpneumatica Sud) working in the
area of pneumatic components with the
trademark SMC (one of the leading producers
in the world). Like many other small-
medium-sized companies, Italpneumatica
Sud has to solve integration problems on a
limited budget.
The strategic requirements to be met are as
follows:
• need to guarantee customer service by
reducing lead times: this involves timely
information, accurate delivery times and a
reliable logistic system;
• need to guarantee product and process
quality: this requires accurate operations
and process control to make quality certifi-
cation possible (EN 29000);
• need to guarantee the setting up of a safe
and timely corporate information system
able to supply each user with online data
required for operational and decision-mak-
ing procedures.
The approach taken to develop the CIM appli-
cation is based on four main phases (de
Venuto et al., 1994):
1 development of a general concept consider-
ing a top-down approach, aimed at outlin-
ing a consistent overall scheme;
2 breakdown into modules, still based on a
top-down approach but managed by tack-
ling limited problems and operating areas;
3 gradual implementation based on bottom-
up approach, having computerization as a
goal;
4 integration based on a bottom-up
approach, aimed at recreating the initial
innovation framework.
In the paper the global information strategies
and the functional objectives have been
defined, in order to implement them in small
steps later on. Bearing this in mind, prelimi-
narily a detailed analysis of the actual proce-
dures, operating routines and production
organization has been carried out. As a
result, the poorly structured activities have
been characterized. Then a redesign of the
corporate internal information networks has
been performed leading back to the initial
concept where the overall consistency of the
project is checked. The proposed CIM system
involves all corporate functions on a vertical
level and all aspects of production on a hori-
zontal level, that are medium- and long-term
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