Presented in this book are some of the most relevant aspects of Computer Integrated Manufacturing (CIM) in Japan. The volume compares the development of CIM in the context of Japan as well as that of Europe and the United States. It includes studies of the implemented CIM systems in many companies. In addition, the book contains a study concerning Intelligent Manufacturing Systems (IMS), and the basis for preparation of the so-called Future Generation of Manufacturing Systems (FGMS). This volume gives a better understanding of Japanese competitiveness using advanced technology. People coming from the manufacturing industry, managers, engineers, officials and researchers will find in this book a rich source of material for understanding the crucial elements in technology development, and its actual and future implementation.

CIM (computer integrated manufacturing) is an acronym that has become fairly well known in recent years in manufacturing and related engineering circles. The purpose of the CIM Project at IIASA is to close the widening gap between the pace of technological, economic, and social events, on the one hand, and the progress of understanding those events, on the other.

The papers in this volume reflect the current research and development of advanced manufacturing software. They may be categorized as follows: New Concepts towards CIM, Product Realization through Product/Process Modelling, Intelligent Management and Control of Manufacturing Activities, and Development of CIM Systems.

Manufacturing has entered the early stages of a revolutionary period caused by the convergence of three powerful trends: • The rapid advancement and spread of manufacturing capabilities worldwide has created intense competition on a global scale. • The emergence of advanced manufacturing technologies is dramati cally changing both the products and processes of modern manufac turing. • Changes in traditional management and labor practices, organiza tional structures, and decision-making criteria represent new sources of competitiveness and introduce new strategic opportunities. These trends are interrelated and their effects are already being felt by the u.s. manufacturing community. Future competitiveness for manu facturers worldwide will depend on their response to these trends. Based on the recent performance of u.s. manufacturers, efforts to respond to the challenges posed by new competition, technology, and managerial opportunities have been slow and inadequate. Domestic markets that were once secure have been assailed by a growing number of foreign competitors producing high quality goods at low prices. In a number of areas, such as employment, capacity utilization, research and development expenditures, and capital investment, trends in u.s. manufacturing over the last decade have been unfavorable or have not kept pace with major foreign competitors, such as Japan. There is substantial evidence that many u.s. manufacturers have neglected the manufacturing function, have overemphasized product development at the expense of process improvements, and have not begun to make the adjustments that will be necessary to be competitive.