The implementation and integration of information systems for production management in manufacturing: an empirical study

Information technology support for manufacturing systems embodies complex a nd systematic activities in modern industrial enterprises. In order to succ essfully and profitably operate in rapidly changing markets, highly flexibl e production, computer-integrated manufacturing (CIM), supply chain managem ent (SCM) and customer relationship management (CRM) need to be developed. The aim of the paper is to describe the results of a comparative study of t he implementation and integration of computer aided production management ( CAPM) in Taiwan and the UK, one of the emerging 'little dragons' of Far Eas t Asia and manufacturers in the developed Western economy of the UK. The re search design used both qualitative and quantitative data analysis techniqu es to introduce and examine a model of best practice in the CAPM for manufa cturing systems, by drawing on the practical experience of senior managers of production and MIS in Taiwan and the UK. Two phases of fieldwork were un dertaken. In the first phase, 20 case studies on the use of CAPM in Taiwane se manufacturing companies were developed. In the second phase, a questionn aire was sent by post to senior mangers of MIS and production in both Taiwa n and the UK. Although the industrial development and manufacturing histori es of the two countries are very different, it was found that manufacturers in the two countries appear to be pursuing CAPM development strategies, wh ich are leading to convergent solutions. While UK manufacturers have more e xperience with computerization of manufacturing than their Taiwanese counte rparts, and the initial systems designs in the two countries were different , developers have encountered similar difficulties in developing systems. H owever, Taiwanese manufacturers appear to be improving the quality of their CAPM systems in a more systematic and thus faster manner than their UK cou nterparts. Some Taiwanese firms have overcome systems development barriers to achieve a high state of CAPM implementation and integration and many UK and Taiwanese firms had plans in place to further develop and integrate CAP M. A comparison of CAPM in the two countries suggests that Taiwanese manufa cturers have created the platforms on which to build CAPM systems, are awar e of the problems they face and have plans to overcome them. When these pla ns were examined and compared with the UK, both countries appear to be movi ng towards similar designs for their manufacturing systems.