Advertisement

Performance Modelling in CIM

  • S. I. Marriott
  • V. C. Machado
  • V. R. Newman
  • P. J. Sackett
Chapter

Abstract

In this paper, the authors discuss the need for modelling of performance and competitive advantage in Computer—Integrated Management (CIM) organisations. They consider metrics as an important tool for continuous improvement. The evolution of performance modelling is described and three different approaches are focused on: technology, quality and organisation.

A paradigm involving technology is proposed based on the philosophies of Total Quality Management (TQM) and CIM.

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  1. [1]
    H. KHAN and I. MANN. (June 1957). Techniques of Systems Analysis. (Memorandum RM-1829-1-PR), Santa Monica, RAND Corporation, pg. 13.Google Scholar
  2. [2]
    E.S. QUADE and W.I. BOUCHER eds., (1968). Systems Analysis and Policy Planning. New York, American Elsevier, pg. 12.Google Scholar
  3. [3]
    W. LIPPMANN, (1922). Public Opinion. New York, Harcourt Brace.Google Scholar
  4. [4]
    L. von BERTALANFFY, (1968). General System Theory. Free Press.Google Scholar
  5. [5]
    J. FORRESTER, (1971). World Dynamics. Wright Allen Press.Google Scholar
  6. [6]
    A. ANGYAL, (1969). Foundations of Science & Technology. Harvard University Press.Google Scholar
  7. [7]
    D. MESARVOVIC, (1964). Views on General Systems Theory. John Wiley.Google Scholar
  8. [8]
    R. ASHBY, (1956). Introduction to Cybernetics. Chapman & Hall.MATHCrossRefGoogle Scholar
  9. [9]
    F.H. GEORGE, (1977). The Foundations of Cybemetics. London.Google Scholar
  10. [10]
    S. BEER, (1981). The Brain of the Firm. Wiley.Google Scholar
  11. [11]
    R.T. YEH, R.A. SCHLEMER & R.T. MITTERMEIR, (1991). A Systemic Approach to Process Modeling. Kluwer Academic Pubs., Journal of Systems Integration, Vol. 1, No 3.Google Scholar
  12. [12]
    H.P GODBERSON, M. MATHIESEN, & W. SCHABER, (December, 1990). Modelling of Inter-organisational Operations. Proceedings Telematics’ 90, Bremen, pp. 207–221.Google Scholar
  13. [13]
    ANON., (1990). Methodology for Implementation of CIM. ESPRIT Project No 2706, MICIM, AMICE Consortium.Google Scholar
  14. [14]
    S. KELLY, J. LLOYD & S. McCORMICK, (1991). TQM Implementation. Total Quality Management, Vol. 2, No. 2, pp. 163–174.CrossRefGoogle Scholar
  15. [15]
    J. WACKER, (1989). An Integrative Theory Of Strategic Quality Management: A Cost-benefit Framework For Evaluating Quality Improvement Programmes. Int. Journal of Production Research, Vol. 27, No. 1, pp. 53–71.MathSciNetCrossRefGoogle Scholar
  16. [16]
    C. THORNTON, (1991). Responsible Customer Management. Total Quality Management, Vol. 3, No. 2, pp. 81–86.MathSciNetGoogle Scholar
  17. [17]
    C. DOWD, (1988). Measuring and tracking the cost of quality. TQM — An IFS Executive Briefmg, Ed. R. Chase, IFS Publications UK, pp. 37–41.Google Scholar
  18. [18]
    J. PLUNKETT & B. DALE, (June 1986). Quality Assurance. Vol. 12, No. 2, pp. 40–43.Google Scholar
  19. [19]
    M. ABED & B. DALE, (June 1987). An Attempt To Identify Quality-related Costs In Textile Manufacturing. Quality Assurance, Vol. 13, No. 2, pp. 41–45.Google Scholar
  20. [20]
    P. GIBSON, K. HOANG & S. TEOH, (March 1991). An Investigation Into Quality Costs. Quality Forum, Vol. 17, No. 1, pp. 29–39.Google Scholar
  21. [21]
    J. EARLY, (March 1991). Strategies for Measurementof Service Quality. Quality Forum, VoL17, No. 1, pp. 10–17.Google Scholar
  22. [22]
    S. SMITH, D. TRANFIELD, C. LEY, J. BESSANT & P. LEVY, (1991). A New Paradigm for the Organisation of Manufacturing. Integrated Manufacturing Systems, Vol 2, No. 2.Google Scholar

Copyright information

© Department of Mechanical Engineering University of Manchester Institute of Science and Technology 1993

Authors and Affiliations

  • S. I. Marriott
    • 1
  • V. C. Machado
    • 1
  • V. R. Newman
    • 1
  • P. J. Sackett
    • 1
  1. 1.The CIM InstituteCranfieldUK

Personalised recommendations