Bottom-Line Automation, 2nd Edition by Peter G. Martin

By Peter G. Martin

This newly revised version is helping today’s production businesses face the demanding situations of an international market the place everything of the operation needs to develop into extra effective to augment the base line. in accordance with the implications and conclusions of an utilized examine undertaking of procedure production operations directed by means of the writer, Bottom-Line Automation offers an summary of greater than 30 years of developments, mentioning the strengths and pitfalls of every. The booklet additionally explains how brands chosen automation expertise providers for state of the art technological good points of their structures instead of for the advancements the know-how may well provide the producing operation. New themes within the ebook speak about the industrial optimization of business resources.

Key findings comprise the truth that returns on automation investments have been infrequently, if ever, calculated. in reality, accounting structures weren't even in a position to measuring the functionality provided via strategy automation structures. the writer explains a method for measuring and enhancing automation approach functionality for the last word goal—the base line, and gives case reports of the way this kind of approach used to be applied in 3 method production enterprises. the writer brings greater than 30 years of event, schooling, and examine jointly during this exceptional paintings

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Extra resources for Bottom-Line Automation, 2nd Edition

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Book Page 38 Friday, August 19, 2005 9:54 AM C H A P T E R 2 : T E C H N O L O G Y A N D T H E B O T T O M L I N E that to survive they had to take advantage of this vast unskilled, uneducated human resource. It was a major challenge. Typically, the few skilled craftsmen who were available were recruited to join the management force in plants and mills. Thus, they would help to organize and direct the unskilled laborers. But the work habits of the new labor force were not entirely appropriate for manufacturing operations.

1 To satisfy the old-school process operators, these software blocks were linked to displays that imitated the traditional analog panel boards. book Page 25 Friday, August 19, 2005 9:54 AM C H A P T E R 2 : T E C H N O L O G Y A N D T H E B O T T O M L I N E their CRTs mimicked traditional analog control “faceplates,” allowing them to more comfortably visualize their tasks. Because the block structure allowed plant engineers and operators to use their existing knowledge when utilizing the new technology, it finally made viable the use of computers in process control.

One reason this tactic had succeeded so often in the past was that they were the only ones who understood the technology! If an operations manager spoke out against them and his lack of knowledge was made evident, his career could be severely damaged. To decide whether to adopt new technologies that they didn’t understand, management turned to their technologists, even though they were the ones who stood to gain the most from these technology-focused solutions in the first place. The new technology solution proposed in the mid 1970s was based on the fact that there were already many, many computers in factories, plants, and mills, each performing a subset of the total automation function and operating somewhat independently.

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