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汪彦明 《CAD/CAM与制造业信息化》2004,(8):35-36
当前,在党中央提出"以信息化带动工业化、工业化促进信息化,走新型工业化道路"的战略方针指引,企业为了加强内部管理和应对激烈市场竞争的需要,纷纷开展企业信息化建设来争取更大的竞争优势.应该说,企业信息化已经成为当今企业实现技术创新、管理创新的有利工具和有效手段,同时也是当今企业实现管理现代化的热点. 相似文献
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《CAD/CAM与制造业信息化》2002,(12)
一、制造业信息化是走新型工业化道路,以信息化带动工业化的必然选择 刚刚结束的中共十六大,提出“要走新型工业化道路”的方针。这是一个新的概念,也是对建设有中国特色社会主义建设理论的重要发展。我认为,“新型工业化”新就新在以下几点。一是强调以信息化带动工业化,而不是像发达国家那样先工业化后信 相似文献
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王汝林 《CAD/CAM与制造业信息化》2005,(8):19-21
党的十六大报告明确提出,我国"要走一条新型的工业化道路",并且第一次提出了"以信息化带动工业化,以工业化促进信息化,加快实现现代化"的战略目标.这一论断指出了新型工业化道路的内涵,阐明了信息化和工业化之间相互带动和促进的辩证关系.它像一盏明灯,为制造业的信息化建设指明了方向. 相似文献
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4月6日,工业和信息化部、科学技术部、财政部、商务部、国有资产监督管理委员会联合印发《关于加快推进信息化与工业化深度融合的若干意见》。文件指出,要坚持信息化带动工业化,工业化促进信息化,重点围绕改造提升传统产业,着力推动制造业信息技术的集成应用,着力用信息技术促进生产性服务业发展,着力提高信息产业支撑融合发展的能力,加快走新型工业化道路步伐,促进工业结构整体优化升级。 相似文献
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制造业信息化是将信息技术、自动化技术、现代管理技术与制造技术相结合,带动产品设计方法和工具的创新,企业管理模式的创新,企业间协作关系的创新,实现产品设计制造和企业管理的信息化,生产过程控制的智能化,制造装备的数控化,咨询服务的网络化,全面提升我国制造业的竞争力。科技部“十五”期间在CAD/CIMS应用示范工程取得成效和经验的基础上会同有关部门,以地方为主推进、实施制造业信息化工程。制造业信息化工程的主要工作将分为三个方面,一是制造业信息化工程试点示范,一是制造业信息化工程重大关键技术攻关,三是制造业信息化中介服务体系建设。 相似文献
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走新型工业化道路,以信息化带动工业化,以工业化促进信息化,借助ERP系统增强企业核心竞争力,是现代钢铁企业可持续发展的有效途径。本文以结合自己公司ERP的实践,讨论了ERP在线棒材钢铁企业中的应用经验,进一步探讨了企业"低成本、高品质"发展战略的具体落实。 相似文献
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贯彻中央关于大力推进国民经济和社会信息化是覆盖现代化建设全局的战略举措,以信息化带动工业化,发挥后发优势,实现社会生产力的跨越式发展的精神,推进轻工企业信息化工作健康稳步发展,加快传统产业的改造,走最新型工业化的道路是轻工行业企业的共同任务。近十几年来,轻工企业信息化工作得到了轻工各级管理部门和广大轻工企业的高度重视,轻工企业的计算机应用水平和信息化程度普遍有了很大提高,一些重点企业在信息化建设中取得了良好的效果。轻工企业集团技术应用面非常广泛,从简单的计算机应用到复杂的大型ERP系统,从供应链管理(SCM系… 相似文献
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分析了复杂产品制造业信息化的历程、面临的信息孤岛问题和企业信息集成规划需求的迫切性.结合企业的实际,提出了基于两化融合的复杂产品制造企业信息集成规划与实施的总体思路,并重点论述了其中数据管理规划、基于BOM的业务信息数据关联模型、系统集成的数据关联定义和规范化“就源取数”管理关键技术内容和示例. 相似文献
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随着信息技术的发展和全球化市场竞争环境的形成,制造业的经营观念发生了深刻的改变。敏捷制造(Agile Manufacturing,AM)作为提高企业群体竞争能力的全新制造业生产组织模式,被认为是21世纪制造业采用的主导模式。对AM的出现和发展以及相关技术进行综述后主要讨论了在敏捷虚拟企业(Agile Virtual Enterprises,AVE)组建过程中,支持敏捷虚拟企业(AVE)盟主进行合作伙伴选择与实现的模糊层次分析法。 相似文献
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敏捷虚拟企业组织优化中伙伴选择的建模方法 总被引:1,自引:1,他引:0
随着信息技术的发展和全球化市场竞争环境的形成,制造业的经营观念发生了深刻的改变.敏捷制造(agile manufacturing,AM)作为提高企业群体竞争能力的全新制造业生产组织模式,被认为是21世纪制造业采用的主导模式.对AM的出现和发展以及相关技术进行综述后主要讨论了在敏捷虚拟企业(agile virtual enterprises,AVE)组建过程中,支持敏捷虚拟企业(AVE)盟主进行合作伙伴选择与实现的模糊层次分析法.并对原有的层次分析法的不足做了阐述. 相似文献
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本文以面向敏捷企业的智能制造执行系统(I-MES)为研究对象,采用多Agent技术作为系统的实现形式,对系统的多Agent组织结构、系统中多Agent间的通信和协作机制以及多Agent的基于事件和周期的动态调度策略等理论问题和关键技术进行了研究,针对可集成制造执行系统中最常见的资源冲突问题,提出了一种基于多Agent合作的冲突消解模型;在此基础上针对敏捷环境下传统的制造执行系统的不足,以烟草企业这类流程性工艺企业为背景,基于多代理技术,构建了一个基于多代理具有开放性、集成性、动态性、敏捷性和可互操作的敏捷制造智能执行系统, 相似文献
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Ahlem Zayati Frédérique Biennier Mohamed Moalla Youakim Badr 《Journal of Intelligent Manufacturing》2012,23(1):125-139
The Lean Manufacturing approach requires advanced and efficient manufacturing technologies in order to meet customer demands.
Manufacturing companies have increased their productivity and efficiency over time by implementing new strategies, business
processes and IT solutions. Best practices also allow companies to achieve on-demand manufacturing through the integration
of pull flow production strategy. In order to achieve agility to meet business needs, a key for success is a flexible integration
of different information system components to enable the flow of exchanged data and information. To insure the agility of
an enterprise’s organization, ISA S-95 standard can be used to determine which information has to be exchanged between system
components. We propose an Industrial System Integration Architecture, a Lean Enterprise Service Bus which relies on Lean Manufacturing
constraints based on semantic aspects with respect to the ISA S-95 standard. This architecture aims at enhancing the interoperability
between the production system and the global enterprise information system in terms of business and manufacturing requirements
and establishes semantic interoperability to achieve an industrial semantic. 相似文献
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Kenneth C. Hoffman 《Journal of Systems Integration》1993,3(3-4):201-224
Automation and Information Systems play both tactical and strategic roles in the success of a business enterprise. They also pose an extremely challenging set of management issues concerned with the selection and management of technologies, management of the workforce to achieve successful implementation and operational use, and the integration of automation and information systems with business operations to capture the full benefits. Systems Integration programs involve high levels of technical and management risk commensurate with the significant business benefits that may be achieved. New and emerging automation and information technologies for Computer Integrated Manufacturing/Distribution, image processing, real-time transaction processing, and customer service cut across all organizational and functional units of an enterprise and require full system integration to capture their potential benefits. A wave of re-engineering programs are underway within commercial enterprises and the government to modify their business processes to take full competitive advantage of these technologies. There are numerous examples of both well managed and hopelessly mangled systems integration programs in both the public and private sectors that lead to the need for better management approaches. The management of software development has been a particularly troublesome area. This article presents a general model of the management structure to implement a systems integration program, using an enterprise-wide Information Systems Architecture (ISA) as a roadmap, and supported by a defined set of measures and metrics. Standards, although no panacea for systems integratio, play an important role in the architectural framework. The Information System Architecture approach described in this article is comprehensive in covering application software and data architecture as well as the computing and communications hardware infrastructure and other automation technologies that support the overall business process. The objective of the accompanying management model is to define a management structure, its essential functions, and methods that support a traditional systems development approach, as well as new approaches using prototyping and evolutionary development. Any of these management approaches require an ISA that is comprehensive in supporting business objectives, resilient in accommodating changing business conditions and technologies, and useful in producing a practical information architecture that can be applied to business operations. Examples of the ISA approach that support systems management are discussed for representative types of enterprise in the manufacturing sector and the service sector:
- The Manufacturing/Distribution Enterprise example uses automated manufacturing and materials handling systems supported by MRPII software to integrate engineering, distribution, and financial systems; and
- The Financial Services Enterprise example applies automated transaction processing using image processing and document management systems to achieve improved products and a more productive workflow with enhanced response to customers and/or clients.