Managing computer integrated manufacturing (CIM): A review of themes,issues, and practices

Large scale changes from traditional to computer integrated manufacturing (CIM) make fundamental alterations in the way work gets done in an organization. The incorporation of sophisticated computerized machinery into the work flow, however, is only the catalyst for a range of human resource and organizational issues. A review of the literature suggests that the management of these issues in the transition from traditional to computerized systems is critical to success. The review is presented within a time frame that encompasses the major themes of a CIM change effort. These themes include the decision phase or automation consideration, the developmental phase, the bridging phase that spans the gap between planning and implementation, and the implementation phase. Important management issues are summarized at each step, including cost justification, management commitment, planning, vendor and union relationships, employee resistance, education and training, job redesign, and organizational restructuring. Wherever applicable, specific practices and real-world examples for effectively managing these issues are presented.