ISSN:1045-2699    

DOI:10.1002/hfm.4530030202

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1993

数据来源: WILEY

摘要:

AbstractThe guiding agenda of international programs promoting intelligent manufacturing systems (IMS) has been the creation of advanced machines with artificial intelligence capable of coping with the complex and changing conditions that threaten to disrupt the increasingly “automatic” factory. This article argues that this needs to be broadened to incorporate the development of integrated sociotechnical production systems that effectively combine human and technical resources in creating “smart” systems capable of adapting technologies to firm specific conditions, utilizing data bases, customizing software rules and procedures, and ensuring the ongoing development of the sociotechnical system. This requires greater attention to the human resources and organizational requirements of interdisciplinary system design and implementation. In making this argument, the article draws upon recent Australian case study experiences in the implementation and customization of integrated CAD/CAM systems and European research into human‐centered C

ISSN:1045-2699    

DOI:10.1002/hfm.4530030203

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1993

数据来源: WILEY

摘要:

AbstractThis article examines, using a case study format, companies that have attempted to introduce just‐in‐time, total quality management, and advanced manufacturing technologies as new manufacturing improvement initiatives. In all cases, it was found that the new systems cannot simply be placed into an organization without carefully attending to a number of human resource issues such as training and skills, cooperation and involvement, and overall work culture. In manufacturing management practice, the case studies indicate that although the content of new systems is well understood, the human resource process issues associated with implementing change are

ISSN:1045-2699    

DOI:10.1002/hfm.4530030204

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1993

数据来源: WILEY

摘要:

AbstractA survey of computer‐aided design (CAD) usage was performed to investigate the relationship between CAD tools and four aspects of the designer's job which included productivity, creativity, decision making, and job satisfaction. Several designers (n&117) representing 19 companies and 3 major universities were administered a CAD questionnaire designed to determine whether CAD utilization improved user performance in the four main job areas. The results indicated that those features which aided the designer in visualizing the structure of the CAD model or allowed the designer to directly manipulate the CAD model, such as rotations, were highly rated tools. Further, those features which resulted in slow system response times, such as engineering analysis, were evaluated as less useful in terms of the four job categories. Implications of the results for the design of CAD systems is discusse

ISSN:1045-2699    

DOI:10.1002/hfm.4530030205

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1993

数据来源: WILEY

摘要:

AbstractThere is a growing realization that the benefits promised by integrated technology are not being delivered. One of the main reasons put forward for this is the failure to design an adequate form of manufacturing organization to support exploitation. The project described in this article set out to investigate the organizational designs supporting a wide variety of 46 applications of integrated technology in 28 companies. The companies were selected on the basis of appearing as exemplars of successful implementation. The findings showed overwhelming evidence of wide ranging organizational change at all levels. This article presents two contrasting case studies from the research sample giving anecdotal evidence for the key organizational design changes at the workplace, managerial, and interorganizational levels. It also presents a brief study of changes in the way in which work is coordinated in these companies. The examples provide some interesting insights into the shifts taking place in “best practice” manufacturing organizations as they exploit the benefits of integrated technologies in the 19

ISSN:1045-2699    

DOI:10.1002/hfm.4530030206

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1993

数据来源: WILEY

摘要:

AbstractOver the last decade all industrial nations have recognized the crucial role that CIM can play in creating World Class manufacturing companies. With this recognition has come a growing concern, especially in the U.K., over the failure of many companies to gain the full benefits from the introduction of expensive CIM systems. Though many explanations have been offered as to the cause of this problem, most commentators now appear to accept that the central reason is the failure adequately to involve, train, and motivate those who use and manage these new systems. This article strongly supports this view but also argues that this failure is itself brought about by a deeper and potentially more damaging problem: the inappropriateness of and compatibility between the structures and cultures that exist in many organizations. If this is so, and we strongly believe it is, it presents not only a real and substantial barrier to the efficient and effective use of CIM but also, more importantly, poses a threat to the overall ability of companies to survive in the increasingly competitive world of the 1990s. The article begins by describing our research into the introduction and use of CIM in U.K. companies. It then goes on to examine and discuss the importance and implications of organizational structure and culture. In conclusion, it is argued that a long‐term, strategic program of change and renewal will be necessary for many companies if they are to compete with, and themselves become, the best in the worl

ISSN:1045-2699    

DOI:10.1002/hfm.4530030207

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1993

数据来源: WILEY

摘要:

AbstractManufacturing industry is increasingly realizing that promoting greater involvement of workforces in the development and running of companies is a key to successful enterprises. A large human factors collaborative project between academia, government, and small manufacturing enterprises is discussed in this article. Two particular major strands of the work are taken up in more detail. The first involves the development of a framework within which human factors issues can be explained, examined, and promoted. The second strand embraces many of the pertinent human factors issues such as goal and target setting, performance measurement, reporting and reward systems, which are being examined as part of a detailed study of goal congruence.

ISSN:1045-2699    

DOI:10.1002/hfm.4530030208

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1993

数据来源: WILEY

ISSN:1045-2699    

DOI:10.1002/hfm.4530030209

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1993

数据来源: WILEY

ISSN:1045-2699    

DOI:10.1002/hfm.4530030210

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1993

数据来源: WILEY

ISSN:1045-2699    

DOI:10.1002/hfm.4530030201

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1993

数据来源: WILEY