Towards successful implementation of advanced manufacturing technology: A process-factors-process approach

During the past decade, the basis of competition for manufactured products has expanded to include such attributes as customization, speed-to-market, flexibility, quality and reliability. In order to remain competitive, many manufacturers have installed advanced manufacturing technologies (AMT). However, most reports suggest that many of the plants have not been able to achieve the benefits promised by these costly systems. Since the technologies are relatively well-proven, there is a growing consensus that management issues throughout the implementation process are the major barriers to employing these technologies effectively.;This study has three main purposes: (1) to identify the implementation elements/activities utilized in AMT adoptions and to group these elements into a hierarchical structure to enable identification of the factors underlying the implementation process; (2) to determine the factors that are critical for successful implementation; (3) to develop an integrated process model which will provide guidelines for implementing AMT successfully.;An extensive search of the literature indicates that, while there has been a significant number of case studies on AMT implementation, survey research performed in this area has been minimal. This dissertation develops a novel process-factors-process (P-F-P) approach to the investigation of AMT implementation. A cross-sectional survey methodology was utilized to collect data on the implementation of sixteen specific AMT at manufacturing plants in the U.S.A. The data was analyzed using factor analysis, regression analysis, and multivariate analysis of variance procedures among other multivariate data analysis techniques.;It was determined that there was a relationship between a plant's objectives for installing the systems and (1) the type of technology portfolio adopted, and (2) the industrial classification of the plant. There was also a strong relationship between AMT objectives and plant characteristics such as the existence of formal business and manufacturing plans, the plant's union status, employee levels and plan sales. Business planning strategies, organizational development strategies and technology integration strategies were found to be critical, both to achieving reductions in project problems and to improving the chances of implementation success. While an operational planning strategy was critical AMT success, it was found to be a possible source of increased implementation problems if the establishment of planning teams was not appropriately handled. Extensive reliance on an external support strategy was found to contribute to implementation problems; it was also determined to be a limiting factor in achieving project success.