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140122 ||| eng |
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|a 9783642972201
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| 100 |
1 |
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|a ESPRIT Consortium AMICE.
|e [editor]
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| 245 |
0 |
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|a Open System Architecture for CIM
|h Elektronische Ressource
|c edited by ESPRIT Consortium AMICE.
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| 250 |
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|a 1st ed. 1989
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| 260 |
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|a Berlin, Heidelberg
|b Springer Berlin Heidelberg
|c 1989, 1989
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| 300 |
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|a IX, 212 p
|b online resource
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| 505 |
0 |
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|a 1. Management Overview -- 1.1 Reasons for CIM-OSA -- 1.2 CIM-OSA Overview -- 1.3 Content of CIM-OSA -- 1.4 Applying CIM-OSA -- 1.5 CIM-OSA Relation to State of the Art -- 1.6 Project Results and Status of CIM-OSA -- 1.7 Benefits of CIM-OSA -- 2. Project Perspective -- 2.1 Before AMICE -- 2.2 Starting AMICE -- 2.3 The AMICE Project -- 2.4 After AMICE -- 2.5 List of Participating Members -- 3. Introduction to CIM-OSA -- 3.1 Architectural Principles -- 3.2 Structuring Concepts -- 3.3 Relation of CIM-OSA to the Real World -- 4. CIM-OSA Architectural Model -- 4.1 Architectural Framework of CIM-OSA -- 4.2 CIM-OSA Models -- 4.3 CIM-OSA Relation to State of the Art -- 4.4 Architecture Summary -- 5. The CIM-OSA Modelling Levels -- 5.1 CIM-OSA Requirements Definition Modelling Level -- 5.2 CIM-OSA Design Specification Modelling Level -- 5.3 CIM-OSA Implementation Description Modelling Level -- 6. The Parts of the CIM-OSA Framework and Their Relations -- 6.1 CIM-OSA Architectural Levels -- 6.2 CIM-OSA Modelling and View Levels -- 6.3 CIM-OSA View Level Constructs and Their Relations -- 7. Detailed Description of CIM-OSA -- 7.1 CIM-OSA Requirements Definition Modelling Level Constructs -- 7.2 CIM-OSA Information Model -- 7.3 CIM-OSA Implementation Description Modelling Level Constructs -- 7.4 CIM-OSA Integrating Infrastructure (IIS) -- 8. CIM-OSA System Life Cycle -- 8.1 Product Life Cycles -- 8.2 System Life Cycle -- 8.3 Relationships Between the Product and System Life Cycles -- 8.4 Contents of System Life Cycles -- 8.5 Relation of System Life Cycle to the CIM-OSA Framework -- 9. CIM-OSA Business Process Design and Execution -- 9.1 Business Process Design and Maintenance -- 9.2 CIM-OSA Run Time — Business Process Execution -- 9.3 Example of Business Process Design -- 9.4 Example of Business Process Execution -- 10. Resultsfrom Standardisation Efforts -- List of Figures
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| 653 |
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|a Operations Management
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| 653 |
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|a Production management
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| 653 |
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|a Computer-Aided Engineering (CAD, CAE) and Design
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| 653 |
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|a Computers
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| 653 |
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|a Computer Hardware
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| 653 |
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|a Computer-aided engineering
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| 041 |
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|a eng
|2 ISO 639-2
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| 989 |
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|b SBA
|a Springer Book Archives -2004
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| 490 |
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|a Project 688/5288. AMICE
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|a 10.1007/978-3-642-97220-1
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| 856 |
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|u https://doi.org/10.1007/978-3-642-97220-1?nosfx=y
|x Verlag
|3 Volltext
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|a 670.285
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| 520 |
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|a On Integration computer applications have by now entered almost all enterprises, but mostly in an uncoordinated way without long term integration plans or automation strategies. Departments introduced computing equipment and purchased or developed programs to support their department operations. This approach divided an enterprise into small and almost autonomous enterprises, each with the goal to deploy the computer to make their department and its associated activities work more efficiently. Thus many departments acquired computers, developed and installed automation systems and PCs and educated their staff, announcing this was done to make the work force aware of the large benefits that computers bring. In this fashion the most important functions in an enterprise were more or less computerized (accounting more, CAM and CAD less). In 1986 Europe, the level of computerization in descending order of significance was as follows: Accounting, Inventory Control, Order Entry, Production Planning & Control, Purchasing, Distribution, Sales Planning, Shop Floor Control, Process Control, Quality Control, Manufacturing Engineering (including CAM), and finally Design Engineering (with CAD) [1]. The net result (something that dawned upon us after decades) was that the enterprise consisted of many II islands of ll automation • Moreover, these islands could even be found within departments, where specific functions had been computerized without regard to the impact on the remainder. In the late seventies it became clear that smooth transfer of information between enterprise activities and even within departments was a burden, if at all possible
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