Beyond Substitution: The Organisational Implications for the Successful Use of Integrated Technologies

In recent years, process innovation has been increasingly seized upon by manufacturing industry as a key to improved performance. Complex integrated technologies, under banner headings such as Computer Aided Production Management (CAPM) and Computer Integrated Manufacturing (CIM), are marketed as ‘The Solution’ to enhancing a company's competitive edge. Such systems promise the manufacturer reductions in work‐in‐ progress, stock holdings, lead times, and overall improvements in control and communications throughout the company.