Abstract

This book provides a framework within which existing or planned computer aided design/manufacturing (CAD/CAM) systems and simultaneous engineering, can be integrated into an organization to achieve maximum efficiency, utilization and control. Companies are looking towards these new tools and approaches as a response to the pressures, such as decreasing production development cycle time (time based competition) and the increasing demands of customers, which they are now facing. It is not enough simply to adopt and install these approaches, managing integration and treating the implementation as an on-going exercise has been shown to be a key element of a companies' success. In promoting this process of continual review and appraisal, attention is directed towards developing appropriate managerial and organizational integration between departments, functions and operations. The workbook consists of four stages: "strategy" - understanding the strategies involved; "audit" - auditing the current situation of CAD, CAD/CAM and the organization and the potential for simultaneous engineering; "change" - developing the organization and mechanisms for change; and "people" - organizing for the analysis and establishing the infrastructure for the change process. Worksheets are included which cover the necessary elements of each section and provide a basis for discussion within the implementation team. This workbook is a practical guide for managers, providing examples and guidance; it is managerial, rather than technical, and accommodates a wide skill base. The book should be of most use to operations, production and IT managers, engineers, designers and those involved with product development management, but it should also be of interest to managers in accounting, corporate strategy and marketing.