No description available.

No description available.

The increased growth of cyber-physical systems, controlling multiple production processes within the manufacturing industry, has led to an industry susceptible to cyber-physical attacks. Differing from traditional cyber-attacks in their ability to alter the physical world, cyber-physical attacks have been increasing in number since the early 2000's. To combat and ultimately prevent the malicious intent of such attacks, the field of cyber-physical security was launched. Cyber-physical security efforts can be seen across many industries that employ cyber-physical systems but little work has been done to secure manufacturing systems. Through the completion of four research objectives, this work provides the foundation necessary to begin securing manufacturing systems from cyber-physical attacks. First, this work is motivated through the systematic review of literature surrounding the topic. This objective not only identifies and highlights the need for research efforts within the manufacturing industry, but also defines the research field. Second, a framework is developed to identify cyber-physical vulnerabilities within manufacturing systems. The framework is further developed into a tool allowing manufacturers to more easily identify the vulnerabilities that exist within their manufacturing systems. This tool will allow a manufacturer to utilize the developed framework and begin the steps necessary to secure the manufacturing industry. Finally, game theoretic models is applied to cyber-physical security in manufacturing to model the interactions between adversaries and defenders. The results of this work provide the manufacturing industry with the tools and motivation necessary to begin securing manufacturing facilities from malicious cyber-physical attacks and create a more resilient industry. / PHD

Within the last decade, the importance of flexibility and efficiency has increased in the manufacturing sector. The rising level of uncertainty in consumer preferences has caused many organizations to aggressively search for cost reductions and other sources of competitive advantage. This fact has resulted in an increased implementation of advanced manufacturing technologies (AMT). A number of studies propose that the implementation of AMT must be accompanied by a shift in supporting organizational practices to realize the greatest performance enhancement. As yet, the complementarities between organizational policies and AMT have not been determined. Using assumptions about complementarities in manufacturing made by Milgrom and Roberts (1995) in conjunction with a comprehensive AMT survey (Survey of Advanced Technology in Canadian Manufacturing-1998) a model of manufacturing plant productivity was developed. Constrained regression analysis reveals that the use of AMT, as well as various organizational policies, depends both on the size of the plant as well as the industry in which it operates. Factor analysis of the over 70 variables found that regardless of the nature of the variable (business strategy, source of implementation support, AMT, etc. ), all design elements factored together. The factor analysis also shows that large firms who use AMT also have many design technologies. This result differs for smaller firms where the use of AMT is highly correlated with perceived benefits of the technology and a large number of sources of implementation support. The analysis also supports the distinction of high technology (highly innovative) industries and low technology (low levels of innovation) industries since electronics, chemicals and automotive have a large percentage of plants with all of the model factors whereas the textile, non-metal and lumber industries have very few plants with all of the model factors. The results show that there are important differences that should be considered when creating policies to encourage innovation and the use of AMT for the various manufacturing industries and plant sizes.

Within the last decade, the importance of flexibility and efficiency has increased in the manufacturing sector. The rising level of uncertainty in consumer preferences has caused many organizations to aggressively search for cost reductions and other sources of competitive advantage. This fact has resulted in an increased implementation of advanced manufacturing technologies (AMT). A number of studies propose that the implementation of AMT must be accompanied by a shift in supporting organizational practices to realize the greatest performance enhancement. As yet, the complementarities between organizational policies and AMT have not been determined. Using assumptions about complementarities in manufacturing made by Milgrom and Roberts (1995) in conjunction with a comprehensive AMT survey (Survey of Advanced Technology in Canadian Manufacturing-1998) a model of manufacturing plant productivity was developed. Constrained regression analysis reveals that the use of AMT, as well as various organizational policies, depends both on the size of the plant as well as the industry in which it operates. Factor analysis of the over 70 variables found that regardless of the nature of the variable (business strategy, source of implementation support, AMT, etc. ), all design elements factored together. The factor analysis also shows that large firms who use AMT also have many design technologies. This result differs for smaller firms where the use of AMT is highly correlated with perceived benefits of the technology and a large number of sources of implementation support. The analysis also supports the distinction of high technology (highly innovative) industries and low technology (low levels of innovation) industries since electronics, chemicals and automotive have a large percentage of plants with all of the model factors whereas the textile, non-metal and lumber industries have very few plants with all of the model factors. The results show that there are important differences that should be considered when creating policies to encourage innovation and the use of AMT for the various manufacturing industries and plant sizes.

This study surveys the usage of various justification activities in plants that have adopted advanced manufacturing technology (AMT). Relationships between the usage of these activities and the level of performance of AMT projects are also determined. Our findings suggest that justification approaches and justification criteria preference help to explain the adoption of the more integrated technologies. However, the number of functional departments involved in AMT justification activities is more effective in explaining project performance than the other justification activities. Our results also indicate that the majority of plants are not utilizing discounted cash-flow and probabilistic justification techniques. This study provides some insights into the formation of decision making teams for the justification process. Future research directions in this area are also suggested.

No description available.

While some reports on successes of advanced manufacturing technologies (AMT) have been glowing, many companies have tossed millions of dollars worth of fancy equipment into their factories and wound up with little to show for it. It is becoming clear that many of the AMT failures today can be attributed to an inadequate planning process. Proposes a four-stage research framework that addresses issues in: planning the manufacturing system; planning for an appropriate infrastructure; planning for new relationships with the external environment; and justifying investment in AMT. Assesses the strengths and weaknesses of selected contributions in each stage, and identifies gaps in knowledge where research is needed. The framework devised should help tomorrow's research build on the past and increase the research's acceptance by industry, since it draws on both research- and practitioner-based literature along with findings of the field study.

This article investigates the relationships between adoption of various advanced manufacturing technologies (AMT), the way that firms plan for and implement them, and their eventual performance. Data obtained from 125 manufacturing firms in the U.S. is used to test several hypotheses which were derived from an extensive review of the AMT implementation literature. The four research questions that drive this study are: (1) What types of planning and installation activities have firms utilized to support their AMT adoptions?, (2) do differences in the level of effort applied to these activities have any impact on the eventual performance of the systems?, (3) are firms that are using integrated technologies, such as FMC/FMS and CIM, applying higher levels of effort on these planning and installation activities than other firms?, and (4) Are these firms achieving higher levels of success than firms that are not using the integrated technologies. The results indicate that firms adopting integrated technologies had exerted significantly higher levels of effort on strategic planning and team-based project management and had also achieved higher levels of performance across a wider range of performance factors than other firms. In addition, firms that had exerted higher levels of effort on developing human factors appeared to be achieving more of the benefits of AMT than their counterparts. The overall results and the research and practical implications of this study are discussed.

Organizations vary greatly in their approaches and success in justifying investment in advanced manufacturing technology (AMT). This study investigates usage of various justification approaches by US manufacturers and examines the impact of such practices on the ultimate performance of AMT projects. Responses from a survey mailed to 584 plants in the US were used to test four propositions concerning AMT justification practices. We first discover that the majority of plants are not utilizing the more sophisticated justification techniques that are being touted by many researchers. Significantly, firms using hybrid justification strategies which include both economic and strategic justification approaches were found to attain higher levels of success from their AMT projects than plants that used only one method. However, once a plant used a hybrid justification method, preference for either strategic or economic criteria had no impact on the level of success of the project. Not surprisingly, plants using the more complex manufacturing technologies were more likely to have multiple functional departments involved in the justification process. Finally, the composition of inter-departmental teams for planning, justification and installation activities have an impact on the success of the AMT project.