摘要:

There are now in existence a number of systems which can claim ‘expert’ performance in undertaking problem-solving tasks in a particular subject area. This paper considers some of these systems and examines their modes of operation.

DOI:10.1049/cae.1985.0001

出版商:IEE    

年代:1985

数据来源: IET

摘要:

We are in an era where the engineer is aided in design, drafting, engineering, manufacture, control and maintenance by computers. The most important fact is that there is a single source of information available which maintains the integrity of a project. This is the computer model. What does the future hold for the plastic model? This paper considers the computer model with reference to the plant design industry.

DOI:10.1049/cae.1985.0002

出版商:IEE    

年代:1985

数据来源: IET

摘要:

Academic institutions can help in the introduction of advanced manufacturing techniques into industry in a number of ways, but the effectiveness of their contribution depends on the availability of realistic automation technology within the academic environment. This paper describes the development of a flexibly automated machining cell in an academic institution, and in so doing touches on several aspects of flexible manufacturing system development, considering in particular the interconnection of devices in such systems.

DOI:10.1049/cae.1985.0003

出版商:IEE    

年代:1985

数据来源: IET

摘要:

During the last year, computing and mechanical engineering staff at Manchester Polytechnic have been conducting investigations into the effective use of CADCAM. One aspect of these studies has involved collaboration with a manufacturing company in the North-West of England. How could the company's CAD system be best utilised? They knew there were improvements to be made, but which was the road forward?

DOI:10.1049/cae.1985.0004

出版商:IEE    

年代:1985

数据来源: IET

摘要:

The first realisation in planning the development of a large-scale integrated CAE system is that it must be dealt with on a corporate basis and not departmentally. The overall aim should be to lay down a corporate strategy with a time frame of at least five years, to understand the long-term benefits and most importantly to stick to it. Within this strategy it is then feasible to take on appropriate subsystems to satisfy particular objectives — some will have immediate benefits while others have no intrinsic value but will be vital building blocks for the achievement of the integrated whole. This paper aims to provide the visionary managing director with the necessary confidence to see his vision through to completion.

DOI:10.1049/cae.1985.0005

出版商:IEE    

年代:1985

数据来源: IET