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By N. Schofield, A. Davies

In contemplating the wide variety of matters which come up for any production corporation embarking at the intergration of producing structures, the operating social gathering made up our minds to take a staged technique and this advisor represents the 1st of a number of on issues when it comes to Intergrated production structures. Such subject matters which arose A Strategic procedure, The Organisational Implications, and software program Communications.

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Such links may be informal or strung together using technology intended for other uses. However, the ability to react more rapidly to changes along the supply chain may have become a key competence which differentiates the company from its competitors. There may be other instances in other departmental areas and these must be identified before the IMS strategy is developed. Determining Areas of Interest The key competences therefore need to be identified and reinforced as technology is brought in.

31 By using this simple technique, guidelines emerge for an appropriate IMS plan, but at this stage it is not possible to be definitive as to the suitability of a detailed IMS approach. To refine the analysis, the manufacturing strategy must be taken into account. 3 Assessing Fit with Manufacturing Strategy The manufacturing strategy should be cascaded down from the business strategy and as such should be entirely consistent with it. IMS implications will emerge directly from the manufacturing strategy as the stance becomes clear on issues such as: o levels of responsiveness necessary o lead times and operating costs envisaged o volume and complexity of data to be handled o internal complexity of product and process o basic requirements of 'core' systems o outputs needed to enable effective decision making at all levels The IMS must then be shown to support all of the key manufacturing strategy areas in a consistent, concise and economical way as described before.

Not all personnel will be willing to commit to change and therefore 'champions' need to be identified to lead structured groups in implementing the change. It is critical to understand the individual motives of team members and leaders, to ensure that these are as effective as possible. The introduction of Integrated Manufacturing Systems will, as the term implies, attempt to draw all the functions together in a coherent unit. Inevitably the development of organisation structures through the industrial revolution has led to compartmentalisation with many tasks allocated purely to push paperwork.

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