World Class Manufacturing

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ACHIEVING WORLD-CLASS MANUFACTURING STATUS

WCM: Focusing on strategies to improve global competitiveness

For years, manufacturing was internally focused and operationally compartamentalized. Workers often complete their jobs without understanding the impact of their work on the whole operation, and whether or not their labor has an important impact on customers.

Before, critical functions such as quality control, engineering, purchasing, and other preoccupation are clearly separated and was often described as a “wall approach” to manufacturing.

These so-called “walls” inhibited direct and continuous interaction between functions and isolated decision-makers from both the inside and outside worlds.

The results of this isolation were concretely felt on products that do not meet customer expectations—not to mention internal operational snags such as losses in time, money, opportunity, etc.

The goal of implementing a lean word-class enterprise is to improve all aspects of business and capitalize on the advances gained from applying technically-proven trade methods and principles to be profitable and eventually be globally competitive.

The motivating factor behind the World Class Manufacturing (WCM) initiative is two-pronged: First, is to put into action operations management improvements across all functional units, departments or sectors. And second, is to equip companies of tool that will enable them to become competitive and responsive to the changing market landscape.

As the manufacturing sector faces new challenges in the midst of competition, WCM advocates strive continuously to improve on the areas of delivery, safety, quality, operating cost and profit margins simultaneously, eliminating waste in the production system by applying appropriate tools and techniques at all levels within the organization.

By examining their strengths and weaknesses, manufacturing organizations are taking positive steps to respond to the challenges of becoming world-class competitors.

WCM is a process that integrates key cross-functional operations in ways that meet precisely what the customers specifically need and want from a product.

WCM is not an end, so they say—but a definitive process. Since it is a process, companies are likely to achieve favorable results associated with successful implementation of industry-tested methods.

Oskar Olofsson, 2009