*** 13LOBAL STAh8T)ARDS ***

CWTHORe

Global c o m p e t i t i o n is farctng r a p i d change i n all areas of i n d u s t r i a l bu.5ineas. The .purpose of competing i a tu win. En manufactur ing indu.str-y winning means s a t i s j f y i n y your customer 'COmplctely b e t t e r than b e s t i n t h e ofor-ld, and make money f o r ynur company a t t h e same t i m e . 'World class means changing the w a y w e vieu and operate all business functions.' WCM is abaut. using marrufact;u.r*ing successfully as a cmnpet i t ive weapon i n glotral s n m p e t i t i o n . In WCM yov. s a t i s f y your cwstomer by provid ing high q u a l i t y serv ice Pr. p r o d u c t s at t h e r i g h t p r i c e , d e l i v e r e d on time. Customer faru.5 is not only a 5 i g n but fundamental tu world class manufactur ing.

INTRODUCTION :

World c l a s s manufarturirtg is a b~oacf t c r m , t m t : i t : u s ~ ~ ~ a l l y

1 ) a new appraach tg pradnct qu..slit;j-., 2) J u s t in t i m e proctcsction techniques , 3) Change i n t h e way t h a t t h e r e omvk: furce i s managed, 4) A f 1e:cibls approach to c v s t a m ~ r requirements .

i n c l u d e s : .

Diagram A i l l u s t r a t e the f i v e elenlentm t h a t m u e t be addressed i n becoming W M .

The corporate s t r a t e g y of a WCM,has 5 main elements :

1. C o ~ p ~ ~ r ~ t e f inancia1 Qoals. L. Cust~ txer focus to def i n o products , s e r v i c e s , re.spnns1verres.s

3. Wariufacturing s t r a t q y nf; a key f e a t u r e . 4. E m p l c y ~ e emphasis x n d inccrlment. 5 . Keep khinys a% s implc 3% possible.

.-+ and organ zsa t ion .

The o p e r a t i o n side af a WC# has thrae ~ne: . : t r r~ :a .n ly bac;nd a c t i v i t i e s - create,"&, and market.

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Qparational Features of a World C l a m s t'lanufarture :

1. P1mt- j o r g a n i s e d i n t o mini f a c k a r i r s which a r e themselves

2. S u p p l i e r s c l o s e l y involved i n d e s i g n , manufar%uri.ng process

3. F'rcxhcttnn o n l y of what is needed. 4. Simple layout and w o r k h a d . Clean and waste .Pres! cnvironmm7t. 5 . The madori%y of incoming m a t e r i a l d e l i v e r e d , +.la? iLy asourad,

-5. The c r e a t e , make, market communic.rtion loop i n working well.

organised i n t o wurk: c e l l s .

logistic q u a l i t y and information feedback.

*o *he p u i n t o f w i e c l o s e to t h e time they are needad.

The important point h e r e is that the s . z t e n r f of change i s not t h e problem with people. I t is t h e fear af t h e unknown which mus% addr*esr;ad and action taken to m i t i g a t e t h a t fear..

IiUtlAN FACTMiS OF A WORLD CLe\SZj PUWUFACTURER : Sense of purpose and c a r p o r a t i n n ammg a l l %he workfarca. F l a t rnanagcrnent s t r u c t u r e s withapen communication and %earn work b e t w e en f unc t i on5 . Uwnerohip of r t e u ideas and achievements is spread broadly and respected. Simp 1 e, e f f ac t i w e commu.n LC a t ion s y s % e m s . Hidespread d e s i r e far cclntinuows imprnvement wi%h self chosen target:, renewed when a.ch ieved.

INFORMATION :

The imp*Jrt.ani; p o i n t is tnat an informal; ion s t r a t e ~ y m u s t be a p p l i e d i f provide a r c h i t e c t u r e far. the nain elements o f t h e infmr-mation systems. The purpose af the IT s x h i t e c t u r 2 is to ensure t h a t the whole company operate from tr;e S P I Q ~ data un the same systems.

Prchahly the m o s t impor tan t , y e t undrrs%ated fcntu.r-e.zi if a world clar.3 manufactur ing company have to do with company' cultv.rneI, mnnaqemnent style a.nd eveti personal behavior . They emsrqe f r o m t h e ~ucreeaful rr i tegrat ion of a l l the ather eieaunts.

The parfurmance measurement reports thak are cr.npl*>yed by rmpany with d good track record c f world ciass manuf7t t~rr lP4 f 3 l l

i n t o f i v e braad categories:

QUAL XTY DEL IVERY PFII3DUCTLON PRCXESS TIMES FLEXIBILITY COSTS

W L I T Y ?iEMxJREs :

As company progress wifh WCM they WOV* w f a ~ *"I inspectLon approach to q u a l i t y control.

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INCOMINCi QCEC\LETY :

All bJcv companies have method of me!asu.ring t h e q u . i l i t y of cmnpanent.3 and raw materials as they are rece ived i n t o t h e p l a n t . S u p p l i e r s c e r t i f i c a t i o n is wids ly used i n WCM and p r o v i d e s a methad of e n s u r i n g h igh q u a l i t y wi thout a w a s t e s f f o r t of d e t a i l e d incffming i n s p e c t i o n .

STATISTIC% PR.XESS CONTROL I

The purpose of Sf% is to track the *vari.ation f r o m s p e c i f i c a t i o n o f a s t e p i n Che pruduct iun procress and t r a c k these v a r i a t i m v s on a s t a t i s t i c a l c h a r t .

$ X E Z W f € R SATISFACTION :

The custamev's view of t h e prodv.ct;.ii P, services is high on t h e l i s t of concerns f o r t h e world class aenufacturers i . Crr5tamer s a t i s f a c t i o n can be measured by r e c o r d i n 9 the number of Eompiai.nts %. measuring t h e percentage of s a l e s which are rapeat s a l e s to @:cist in9 customers .

INVENTORY GCbURACY :

When the t echniques of just i n t ime manu.facturing .are be ing vsrd e x t e n s i v e l y i t i a e s s e n t i a l t h a t t h e company maintains accurafe inventory records .

DEtlVERY MEc\suREs :

C o n s i s t e n t and on t i m e d e l i v c r i e s i are a key f a c t o r of K * . T h e v a r i a b i l i t y i o rcduccd so as t o d e l i v e r y t h e prQduCk-Z on t imc .

&ill war-ld class manufactur ing planks measure on daily b a s i s the percentage 09 s c h e d u l e s t h a t are d e l i v e r e d mn time.

I f one of t h e cumpariy's o b j e c t i v e s is tu d e l i v e r an t i m e a11 t h e t ime, then % h i s is a gond,c.loar tnedsure of t h e succe5s O r f a i l u r e Qf t h a t policy on a c a n t i n u o u s b a s i s .

VENDUR. DEL X'SERY PERFQRMAMCE :

Another key a s p e c t of j u s t i n t ime manufacfuring is t h a t t h e vendors d e l i v e r on time.It is important ~ C I be a b l e to measure cont inuov.s ly t h e performance of the company's s u p p l i e r s .

PROCESS TIHE HEc\SuRf: I

The r e d u c t i o n of t h e manufactur ing proce55 t ime is a key f a c t o r in t h e improvement of qsJ .a l i ty ,costs t f l e x i b i l i t y .

P:D RATIO :

a1 thou.gh m o s t o f t h e W U performance measures a r e e:ipre.s.;ied i n r e a l t e r t n s r a t h e r than r a t i o s , t h i s ra t io can be a v e r y good i n d i c a t o r of a company's manu.facturin9 c o m p e t i t i v e advantage.

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$3 UP T I M f S :

The a n a l y s i s 4 r e d u c t i o n of s e t up time is always inClu.ded with t h e i n t r o d u s t i o n o f a just i n time approach tu miin~-IfdCkU.rinQ. A WCM wil l typically mea3ur-e the s e t up t i m e f a r each process within t h e plant Pr. sort them i n t o t i& c a t e g o r i e s .

1 n d u s t r i .a 1 P rod uc t s 28% 85 % 90% 44% 78#

- P l a n t M i s s i u n - Q u a l i t y

- Technology - Uperat; i o n s Management -Quality

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The Transition to h r l d C l a s s Manufacturing :

World C l a n s Hanufatturing :

Someone had s a i d t h a t U Quality is the b a t t l e f i e l d of kuday.5 e c o n a m i r war; t'he customers wil l decide rtho 1s goinq CO w in . I'

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