Mem673 Intro.pdf

World Class Manufacturing Is… 

A position of international manufacturing excellence, achieved by developing a culture based on factors such as continuous improvement, problem prevention, zero defect tolerance, customerdriven just-in-time production, and total quality management



The capability of a manufacturer to compete with any other manufacturing organization in a chosen market, with the aspiration of achieving world-beating standards in all organizational aspects. World class manufacturing encompasses the practices of total quality management, continuous improvement, international benchmarking, and flexible working. Definition sourced from Bnet Business Director

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World Class Manufacturing is a different set of concepts, principles, policies and technique s for managing and operating a manufacturing company.

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It is driven by the results achieved by the Japanese manufacturing resurgence following World War II, and adapts many of the ideas used by the Japanese to gain a competitive edge.

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It primarily focuses on continual improvement in :• • • • • •

Quality Cost Lead Time Flexibility Customer Service Innovation

 Lead

Time Reduction  Speed time-to-market  Cut Operations cost  Exceed customer expectations  Manage the global enterprise  Streamline outsourcing processes  Improve business performance visibility

Implementations usually involve the following philosophies and techniques: 

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 

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Make-to-order Streamlined flow Small lot sizes Families of parts Doing it right the first time Cellular manufacturing Total preventive maintenance Quick changeover

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   

Zero Defects Just-in-time Variability reduction High employee involvement Cross functional teams Multi-skilled employees Visual signaling Statistical process control

It is a means to achieve :  High quality  Low costs  Delivery on time  Increasing market share  Higher profitability  Achieving customer delight  Long term viability

A successful continual improvements activities consist of the following tasks:  Clear

mission, vision, values and objectives at the management level and disseminated throughout the organisation.

 Effective

communication

 Well

planned and organized system implementations.

 Equal

opportunities for all the employees.

 Vertical

progression Vs horizontal moves perception.

 Teamwork

workers.

& empowerment of the shop floor

Policies world class companies pursue to achieve the necessary contribution from employees :  Learning

process and the content of training; through experience and self discovery.

 Mentoring  Training

and coaching; Train the trainers e.g. Managers

and development as an investment.

 Inculcate

a lifelong learning culture.

 Team

building and team training activities with the participation from senior and top management.

 Participation

at all level in the relevant training and development.

 An

integrated approach for training and development plans that give training needs for the individual from appraisal, but that clearly link to the organisation’s mission, vision, values and objectives.

12,000 companies were surveyed according to the Malcolm Baldridge National Quality Award criteria. Out of 1,039 in total, the breakdown were as follows:

Country

World Class Recognition

Japanese

675

North American

221

West German

71

British

40

French.

32

The Malcolm Baldrige National Quality Award was created by Public Law 100-107, signed into law on August 20, 1987. The Award Program, responsive to the purposes of Public Law 100-107, led to the creation of a new public-private partnership. Principal support for the program comes from the Foundation for the Malcolm Baldrige National Quality Award, established in 1988.

 ‘Think Quality.’ Strive constantly to improve your product; Inspired to seek ways to do everything better at all level; and cut the product rejection rate. 

‘Be Competitive.’ Match or exceed every improvement made by the competitors; Competitive pricing; Ready and prepared to give 100 per cent service; Think creative to promote your products with the objective to outperform competitors.

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‘Treasure your employees.’ Treat workers fairly; Give all employees equal consideration; Provide lifetime employment, or at least, fire no one before exhausting every other possibility; Share in the company’s good times with regular bonuses. In other word, treat all employees like the conscientious, loyal, intelligent, and hardworking people you want them to be. And tha’s what they will surely be.