One of the major concerns in the operation of any manufacturing system is the problem of dynamic" integration: incorporating the effects of a change on all the various interdependent parts of the system. Although very different on the surface, computer-integrated manufacturing ( C I M) and just-in-time (JIT) manufacturing share common interests and goals. A review of JIT shows how various techniques enhance the dynamic integration process. Application of these concepts in a CIM system could lead to better dynamic integration. K e ywords : computer-integrated manufacturing, just-in-time, automation, dynamic integration. c omputer-integrated manufacturing (CIM) and just-in-time (JIT) manufacturing are two relatively recent developments in manufacturing theory. Both have received a great deal of attention in the popular and academic press. Both claim similar benefits: reduced inventory, less waste, better quality, shorter leadtimes, improved productivity, lower personnel costs, more efficient use of machinery and smaller space requirements. Although there are differences, especially in attitude towards automation, there are several shared ideas; group technology and reduced setup times are two examples. CIM and JIT also share at least one common problem: integration. This common problem arises from a set of common assumptions about the nature of manufacturing firms, a systems view. As a system, the firm takes in raw materials and transforms them into products for a market. The firm is divided into a hierarchical structure. The various functions are subdivided into subfunctions. At some level, this decomposition results in actual machines, people (or roles), and the materials and information that flow between them. Decomposition allows the parts to be treated as relatively independent. The problem of integration arises from the need to coordinate the actions of the different parts. As Wild