Selection And Evaluation Of Advanced Manufacturing Technologies

Matthew J. Liberatore Department of Management Villanova University Villanova, PA 19085 1. BACKGROUND The weakening competitive position of many segments of u.s. manufacturing has been analyzed, debated and discussed in corporate boardrooms, academic journals and the popular literature. One result has been a renewed commitment toward improving productivity and quality in the workplace. The drive to reduce manufacturing related costs, while meeting ever-changing customer needs, has led many firms to consider more automated and flexible manufacturing systems. The extent to which these new technologies can support business goals in productivity, quality and flexibility is an especially important issue for manufacturing firms in the u.s. and other Western nations. Problems have arisen in developing performance measures and evaluation criteria which reflect the full range of costs and benefits associated with these technologies. Some would argue that managerial policies and attitudes, and not the shortcomings of the equipment or manufacturing processes, are the major impediments to implementation (Kaplan 1984).

Matthew J. Liberatore Department of Management Villanova University Villanova, PA 19085 1. BACKGROUND The weakening competitive position of many segments of u.s. manufacturing has been analyzed, debated and discussed in corporate boardrooms, academic journals and the popular literature. One result has been a renewed commitment toward improving productivity and quality in the workplace. The drive to reduce manufacturing related costs, while meeting ever-changing customer needs, has led many firms to consider more automated and flexible manufacturing systems. The extent to which these new technologies can support business goals in productivity, quality and flexibility is an especially important issue for manufacturing firms in the u.s. and other Western nations. Problems have arisen in developing performance measures and evaluation criteria which reflect the full range of costs and benefits associated with these technologies. Some would argue that managerial policies and attitudes, and not the shortcomings of the equipment or manufacturing processes, are the major impediments to implementation (Kaplan 1984).

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Serving as a reference and guide to both practitioners and researchers involved in the planning, control, and management of advanced manufacturing systems, Advanced Manufacturing Systems: Strategic Management and Implementation offers information on a wide range of available methodologies and tools. The contents are organized into four parts: Global Strategic Issues; Evaluation, Selection, and Adoption of the Systems; Implementation Issues; and Control and Support. Theoretical and practical, analytical and empirical, this is a valuable resource for those interested in researching or implementing these systems into their organizations.

This study examines the relationship between organizational performance, advanced manufacturing technologies and workforce development activities. In response to domestic and international competitive pressures, manufacturers are making increasing expenditures in both labor and technology. Both corporate and government surveys report that billions of dollars a year are spent for worker training and new technology by U.S. manufacturers. Despite these expenditures, little empirical evidence exists about the relationship between worker development activities and advanced technologies or the organizational outcomes from their combined use. In this study, multiple workforce development activities and advanced technology were defined and compared to several types of organizational performance at a variety of manufacturing plants in the Midwest. Human resource managers completed surveys that assessed areas of worker development, technology, environment and technology-driven workplace needs. Results indicate modest support for the relationship between technology, workforce development and organizational performance. Strong support, however, was found for the relationship between relational and skill needs due to changes in technology and the plant emphasis on process and individual worker development. This suggest that managerial perceptions regarding workplace changes from technology may be amore important factor than the technology itself in determining the type of workforce development activities provided. In addition, findings supported the use of multiple workforce development activities.

This book comprises select papers presented at the Conference on Innovative Product Design and Intelligent Manufacturing System (IPDIMS 2020). The book discusses the latest methods and advanced tools from different areas of design and manufacturing technology. The main topics covered include design methodologies, industry 4.0, smart manufacturing, and advances in robotics among others. The contents of this book are useful for academics as well as professionals working in the areas of industrial design, mechatronics, robotics, and automation.

This book provides specific topics intending to contribute to an improved knowledge on Technology Evaluation and Selection in a Life Cycle Perspectives. Although each chapter will present possible approaches and solutions, there are no recipes for success. Each reader will find his/her balance in applying the different topics to his/her own specific situation. Case studies presented throughout will help in deciding what fits best to each situation, but most of all any ultimate success will come out of the interplay between the available solutions and the specific problem or opportunity the reader is faced with.