外文翻译--计算机集成化制造的工业总看法

英文资料 CIM Industry Overview 1. Introduction Computer-integrated manufacturing CIM is the terra used to describe the computer automation of the factory, with all processes functioning under computer control and only digital information tying them together. In CIM, the need for paper is eliminated and so also are most human jobs. CIM is the ostensible evolutionary outcome of computer of computer-aided design and drafting and computer-aided manufacturing (CADD/CAM). Why is CIM desirable? Because it reduces the human computer of manufacturing and thereby relievers the process of its most expensive and error-prone ingredient. But CIM is, for the most part, an unrealized dream. The application of computer to the activities that make up the manufacturing process occurred in bottom-up fashion； that is, the potential utility of automation was recognized at the working level of organizations long before it came to the attention of management. CADD/CAM was first applied to numerical control (NC) programming on the production side of the factory and to analysis on the engineering side. Later, it began to be used in detail drafting, and now it is being applied to conceptual design. The result has been islands of automation in which individual processes are automated without concern for compatibility with one another. The scotch-after productivity has been deferred. What decisions must management makes to implement CIM? Automation in the factory is still very much a process of Enhancing islands of automation, and few efforts have been made toward their integrations. The situation will persist until management deals with the four greatest obstacles to integrated Automation: The pressure of the pyramid The prerogatives of the priesthood The personality of the power tools The powerlessness of the person 2. The Pressure of the Pyramid How does a factory work7 Figure 1 is a simple schematic diagram of the Figure 1 Factory function block diagram entities and processes. Most CADD vendors and many manufacturing executives believe that this diagram is reasonable abstraction of the factories with witch they come in contact. It depicts well-defined areas of responsibility and authority with simple flows of information, goods, and services. The automation of such a factor would be fast, easy, and interesting. even enjoyable. However, the diagram-has a slight flaw. This minor imperfection does little to decrease the popularity of the viewpoint represented by the diagram, but its elucidation will yield important insights into our first CIM obstacle. The flaw is simply this: The diagram is meaningless because it bears no relation to reality. It is worth as much to an organizational analyst as Fig 2 is worth a physician. In reality, the factory is a seething caldron of emotion, perspiration, nobility, Figure 2 human body functional block diagrams foolishness, greed, sincerity, selfishness, idealism, vanity, and generosity. It is a far uglier sight than a beehive or an anthill, and it is far more difficult to comprehend. Its actual beehive or an anthill, and it is far more difficult to comprehend. Its actual operation is almost impossible to diagram because it is shrouded in a fog raised by the heat of human activity. How the factory got to be that way is easy to understand: It simply a grew form its origins in an unplanned way. Each added element. a new machine, new management, a new product line. caused some turmoil while the organization adjusted to it and ultimately became part of a new equilibrium. Additions that did not take were eliminated, or they caused the organization to collapse. Since CIM involves computers, the computer department is often in the vanguard of CIM implementation planning. Although computer professionals like to think of organizational growth as crystalline, with pure geometric accretions accumulating in well-ordered quanta, the propagation of human organizations is usually messy. Organizations are made up of people, each of whom is self-seeking and self-centered. In addition to their assigned responsibilities and tasks, they develop relationships and procedures to protect and further their interests. The relationship and procedures are mot documented； not are they derived form the organizations explicit or implicit policies. But no modification of the organization can succeed without taking them into account, just as no surgery can be successfully performed without taking into account the complex network involved in the functioning of the human body. Almost all organization charts are hierarchical； there is open person at the top and there are many at the bottom of the hierarchy, that is the explicit aspect of the pyramid the hidden side of it comprises the self seeking behavior patterns of the individuals. Natural principles also are at work. There is the principle of inertia-things tend to stay the way they are. People dont like change, and they will act to keep things changing. At each level the organizational pyramid, equilibrium is maintained. Most organizations start with some consonance between the goals of the organizations and the goals of the individual, but the pyramid always goes into rigidity. Maintaining equilibrium becomes more important than pursuing the goals of the organization. This is the pressure of the pyramid. 3. The Prerogatives of the Priesthood Computers intimidate people who have not grown up with them. Initially costing millions of dollars and accessible only to specialists, these machines acquired mystical reputations. The metaphors of the computer room as a temple, and of longhaired social misfit programmers as priests are clinches. But people best suited to working with computers are those who see situations as collections of black-and-white phenomena, yes-or-no decisions. The best programmers are known to be asocial, and they often are antisocial. When these professionals are called upon to create a model of the factory, the model usually winds up having many of the attributes of computer systems. Human needs and idiosyncrasies are generally left out. Computers have thoroughly infested most companies, but workers are still mystified and frightened by them. The spread and use of computers are still planned and dictated largely by computer professionals, who hate not learned to understand the needs of users. Technical issues overshadow functional considerations in many system design and equipment the arguments of the technocratic. They ate indisputable because of the prerogatives of the priesthood. 4. The Personality of the Power Tools Achieving CIM requires harmonious interaction with computer at many levels. Most factory personnel will need intensive training in dealing with the particular systems they will encounter. Design engineers must use CADD and CAM systems. However, the computer system in CIM installations will come from a variety o vendors. He ways in which users interact with them will be many and varied, and they will necessarily be inconsistent with one another. This raises a tremendous barrier to CIM. For people to use the systems, the personality as the power tools must be congenial and consistent. 5. The Powerlessness of the Person People need to feel worthwhile. Put them in a situation in which they feel that they have no effect on the organization and they will react with rebellion or depression. In the pyramid of organizational hierarchy, only those neat the top ha ve much influence on the direction of the organization. Organizations so segment tasks that individuals seldom have the opportunity to see anything through to completion. Products and ideas are thus orphaned and left to fend for themselves. At the same time workers are bereaved of their brainchildren, and they feel sterile and frustrated. As the organization grow rigid with age, people in it feel more an more impotent. Many are impelled to leave. Those who remaining the ossifying structure are concerned with issues of seniority, turf, and pensions. not productivity. 6. Plucking Productivity from the jaws of Organization More output with fewer resources is a common definition of productivity improvement. It is often applied to the declared goals of organizations. But translating it into action steps for individuals is more than an exercise in management by objectives (MBO)； it requires the full cooperation and participation of the individual in the translation process. Without cooperation, the goal cannot be achieved； without participation, there can be no cooperation. The individual must have sense of ownership to adopt the goal. The four obstacles described above must be overcome if the participation of the individual is to be obtained. First, the pressure of the pyramid must be relaxed or avoided. In Intrapreneuring, Guilford Pinched III discusses the benefits of working within organizations with entrepreneurial techniques. “When any CEO calls for innovations, very little happens. This is not because of a lack of good ideas but because of the working within organizations with entrepreneurial techniques. “When any CEO calls for innovation, very little happens. This is not because of a lack of good ideas but because of the difficulties your difficulty your people have in implementing them. If you are not hearing good ideas, it is because they are blocked or sanitized before they reach you. Pinchot recommends giving individuals access to the corporate elision so that they can know how to direct their creativity. He then suggests that innovators be rewarded and given encouragement, authority, and resources from what most manufacturers currently do. Without passionate advocates, it cannot become reality. Pyramid rule must be relaxed. Second, the prerogatives of the priesthood must be abridged. The overriding considerations in the analysis and acquisition of computer based systems must be functional, not technical. Adherence to computer standards must be considered only within the context of the application, not a management upon ad means to ends, not as ends unto themselves. Third, the personality of the power tools. the faces “systems present to user must be congenial and consistent. We must reduce the amount of training and education that C1M will necessitate by working on the least expensive components: computers. People are expansible, and training is expensive； software is inexpensive by comparison. Todays CADD systems are largely uncongenial. Their personalities reflect those of their programmers, who have little in common with the system users. They are consequently head to learn and hard to use. In Your natural Gifts, Margaret Broadly discusses some of the findings of the Johnson OConnor Research Center. Human Engineering Laboratory. This organization has loud, after several decades of study, that people have genetically determined aptitudes. These aptitudes can redeveloped, but not learned. And people with unexercised aptitudes are bound to feel frustrated. The cluster of aptitudes exhibited by successful engineers includes high structural visualization, good proportions appraisal, and good musical aptitudes. Surprisingly, howler engineers often have low capacities for inductive reasoning. Thus, they are particularly averse to complicated computer tools, which must be figured out. The engineers computing tools must be self-evident. Science there is no generic engineering design methodology, operating procedures vary greatly from one vendor to another. In fact operating procedures often vary within the confines of a single system: Solid-modeling modules are different in their operation from other parts of most CADD systems. Computer graphics comes to the rescue in two important ways, it provides a consistent definition of the product that endures throughout the design, production, and delivery process, and offers a much Boaster information bandwidth for person-machine communications. Fourth, we must empower the individual within the organization to take up the corporate vision. We must provide room for entrepreneurs to seek and achieve fulfillment of their personal needs in such a way that they will in so doing, further the goals of the organization. We will not get to CIM otherwise. 7. chnology: Is it Ready for CIM? In the minds of many manufacturing executives, the implementation of CIM awaits the development of proper technologies. But that is not true. Current CADD/CAM technology is equal to the task of fully automating the factory, but it is rarely applied to an entire manufacturing facility. Management has yet to be convinced of the validity of the automation vendors productivity improvement promises. Computers are employed only in situations in which the short-term benefits are measurable and are likely to be realized. This has contributed to the isolation of the islands of automation. Integration is still rare. Even the organizations that use ADD/CAM extensively employ hard-copy drawings. In most companies, departments using CADD/CAM must produce hard copy because other departments have no way to deal with digital information. The capabilities of CADD/CAM systems are thus constrained to fit within largely manual operations, and much attention is consequently given to issues such as plot quality, that is irrelevant to CIM. 中文翻译 计算机集成化制造的工业总看法 一、 导论 “计算机集成化制造” (CIM)是一种只靠数字信息结合的，在计算机控制下所有过程运行的工程完全自动化。在计算机集成化制造中，不需要纸张，人类工作的大部分 也不需要。计算机集成化制造是计算机辅助设计和绘图 (CADD)和计算机辅助制造明显进化的结果。 为什么需要计算机集成化制造呢 ?因为它减少了制造活动的人类组成部分，从而减少了制造过程中多数成本高且易出错的部分。但是，大体上况，计算机集成化制造仍是一个不可实现的梦想。计算机弥补制造过程活动的应用，发生在当今时代。注意之前一直被认为处于工作水平。计算机复助设计及绘图和计算机辅助制造首先应用于工厂生产方面的数字控制程序和工程方面的分析，后来，它被用于细致的绘图。现在它被用于理论分析。这中结果形成了“自动化孤岛”。在自 动化中， 单个过程是自动化的，而没有考虑相互之间的和谐性。因此致使生产率进展缓慢。 管理人员必须制定什么样的决策去实现计算机集成化制造呢 ?工厂中的自动化仍是增加“自动化孤岛”的过程。并且，很少采取措施使它们融为一体。这种形式将那就是在自动化的潜在效用引起管理部门的一直持续到管理人员处理好自动化集成的四个最大障碍： 1金字塔式的压力 2专家的权利 3动力机床的性能 4人的无能为力 1. 金字塔式的压力 工厂是怎样运行的 ?图 1 是务实体和过程的一个简单草图。人多数计算机辅助设计及绘 图销售商和生产的执行者都相信，这个图表是他们接触的一个合理抽象。它用简单的信息、物质和服务流宋描述责任和权利的范围，像这样的工厂的自动化将是很快、很有趣、很容易的，甚至是一种享受。 图 1：工厂生产过程图 然而，这个图表由一点点小缺陷，这个小缺陷并不会减少这个图表所代表的观点的普遍性。但它的解释将对先前计算机集成化制造的障碍产生重要的洞察力，这个缺点如下：图表是无意义的，因为它与现实没有联系，它对一个工厂决策者的作用如图 2 对一个医生的作用。 计算机集成化实现的先头部队。尽管计算机专家也愿意把工厂的 成长想象成透明的、可以用几何图形表示的，以安排好定量积累的方式增大，但人类组织的繁殖通常是巨大的，工厂是由人们组成的，他们中每一个追求私利和自私自利，除了他们分的责任和任务，他们发展关系来保护和追求他们的利益。 这种关系和礼节没有用文件形式证明是合法的，它们没有被组织明确的或含蓄的政策所剥夺。但不把它们考虑进去，组织的修改不会成功。没有考虑包含在人体内的复杂网络，外科手术不会成功一样。几乎所有的组织图表都是分等级的；有一个人在等级制度顶端，有许多人在底部，这个金字塔明显的方面，金字塔隐含的一面， 包含一个 人追求私利的行为方式。自然原理在这里也起作用，惯性作用一一物体总是保持原有的状态。 图 2 人体机能图示 大部分组织以组织的目标和个人服务一致性开始。但是这个金字塔总慢慢变僵化，维持平衡变的比追求组织的目标更重要，这就是金字塔的压力。 2. 专家的特权 计算机威胁着那些不了解计算机成长的人们，最初花费数百美元只为专家所理解。这些机器获得了神秘的声誉。计算机被比喻成神，把用玻璃围起来的周围环境受到控制的计算机机 房比作神庙和把长头发穿着不合身的程序员比作教士是很合理的。 但是使用计算机工作的人多时那些把形式看成黑 白现象 作决策的人。最好的程序员由于不与人来往而著名，他们常常厌恶社交。这些专业人员被作为工厂的模范时，这个模范常常像有计算机许多特征一样。时时刻刻认得需求和特性都被放出 来了。 计算机已经完全应用与大多数公司，但工人仍对他们感到神秘和害怕，计算机的传播和应用仍由计算机专家计划支配， 这些人还没有了理解用户的需要。技术问题在许多系统设计和设备选择过程时使功能考虑相形见绌，在最后分析时，没有人敢对专家的论点提出质疑，他们时无可置疑的是因为他们具有专家的特权。 3. 动力机床的特性 获得 CIM 需要个层次计算 机之间的和谐作用，许多工厂的工作人员需要集中培训处理他们将接触的特殊系统。 例如：设计工程师必须使用 CADD 系统，而制造工程师必须使用 ACDD 和 CAM系统，然而 CIM 设备中的计算机系统将来自各个领域的卖主，用户同它们相互之间不一致。这对 CIM 将产生极大的障碍，对使用这个系统的人来说，动力机床的特性，必须是一致的和不变的。 若能们需要感到受尊重，