WORLD CLASS MANUFACTURING

SAMINA SHEIKH
HITESH GAWAD
VIPUL SHETTY
 Contrasting Mass Production & WCM
Critical Control Mass Production World Class
Points Manufacturing
Logistics
Large batch production Single unit flow production

Just-in-case Just-in-time inventories
inventories  Flexible machinery and

Specialized, Robust & rapid machine changeover
Rigid machinery
Quality
End of line inspection Quality-at-source at each

Reworking of defects part of production process

Work organisation
Division of labor Multi-tasking &multi -

between skilled and skilling
unskilled workers Continuous improvement in

Specialized R&D and green areas as well as
product development specialized staff
WORLD CLASS MANUFACTURING

METHODOLOGIES
 SMED JIT
LEAN K
POKAYOKE MFRG
A
AUTONOMOUS
MAINTENANCE TPM I
Z
5-S E
3M N
 3M

• MUDA WASTE

• MURI STRAIN MUDA

• MURA INCONSISTENCY/
MURI
IMBALANCE MURA
 5S-Workplace Organization &
Standardization
• Developed in Japan.
• Structured program to
implement workplace
organization &
Standardization.
• Known to improve work
efficiency, safety,
productivity & establishes a
sense of ownership.
• Lays the foundation for
other Methodologies
 5s stands for ……
• Seiri Clearing-up
• Seiton Organizing
• Seiso Cleaning
• Seiketsu Standardization
• Shitsuke Self Discipline
Total Productive Maintenance (TPM)
 Total Productive Maintenance (TPM)
Meaning Goal
• TPM is a maintenance • To eliminate losses tied to
philosophy designed to equipment maintenance
integrate equipment or, in other words, keep
maintenance into the equipment producing
manufacturing process only good product, as fast
• is a group effort where as possible with no
the entire organization unplanned downtime.
works together to • ‘Can do’ philosophy.
maintain and improve
the equipment.
 Autonomous Maintenance
• Individual preserving Production Maintenance
(Before) (Before)
one’s own equipment
Maintenance Production do not
• Significant change from does not know know to
its job operate
the theory of “I
They take too Too loaded to do
Manufacture-You long corrective
Repair” action
The machine is They do not
so old, no maintain
wonder it
breaks down
We are too busy
to do regular
checks
 Autonomous Maintenance
Autonomous Maintenance-7 4 steps to become an operator
steps strong on equipment
Solution 1. Initial clean-up 1. Familiarize with the
concept of equipment
2. Measures against sources
of outbreaks. maintenance and
improvement and with
how to put the idea into
practical realization
3. Formulation of clean-up 2. Study the mechanism and
and lubrication standards functions of the
equipments and the
4. General inspection machines.
5. Autonomous check-up 3. Learn how to operate the
6. Orderliness and tidiness. machine with the required
accuracy and how to
evaluate the product
quality.
7. All-out autonomous 4. Master how to repair the
management equipment.
 POKAYOKE

Poka Yoke is also termed as “Mistake / Fool

proofing”

• Poka “Inadvertent errors”

• Yoke “To avoid”

Classification of POKA YOKE:

• Prediction v/s Detection

• Alarm v/s Shutdown v/s Control
• Contact v/s Fixed value v/s Motion
 SINGLE MINUTE EXCHANGE OF DIES
• No set-up should take more
than 9 minutes
• It is a systematic approach
that decreases disturbances
and problem
• Based on team-work and
creativity
• SMED methods is used for
exchange of dies, but also
for cleaning, and for regular
maintenance
 SINGLE MINUTE EXCHANGE OF DIES
Problems in setup operations Steps in reducing Setup time

Considered to be a skill  Elimination of the 3M’s

 Reduce external time

Variability  Reduce internal time
 Convert from internal to external

No SOP’s available time
 Stream line the operations

Engineering time not studied  Re-look at 1S, 2S, and 3S.
 Standardize procedure

Tool and adequacy of manpower  Training
not clear.  Sustain through audits
 Look for next improvement
 Just In Time in world Class
Manufacturing

• Uses a systems approach to develop and

operate a manufacturing system
• Organizes the production process so that
parts are available when they are needed
• A method for optimizing processes that
involves continual reduction of waste
 Just In Time in world Class
Manufacturing

• Inventory Reduction as • Reduced Setup Times

a Tool for Improvement • Shop-Floor Layout and
• Supplier Relationships Production Cells
• Inventory “Pull” • Total Quality Assurance
• Uniform Plant Loading • Preventive
Maintenance
Advantages of Just In Time in world
Class Manufacturing

• Materials Cost Savings

• Manufacturing Cost
Savings

• Sales Cost Savings

 Lean Manufacturing
Definition Principles
• A systematic approach • Understanding Customer
to identifying and value.
eliminating waste • Value Stream Analysis
through continuous • Flow.
improvement, flowing
the product at the pull • Pull.
of the customer in • Perfection.
pursuit of perfection.
 WORLD CLASS
MANUFACTURING
PROCESS
 Kanban
System
•Kanban is a simple yet effective
control system that can be easily
introduced and adopted in
various production environments.
• It is considered to be the
“central element” of Lean and
World Class Manufacturing.
•Uses a systems approach to
develop and operate a
manufacturing system.
•Organizes the production process
so that parts are available when
they are needed.
•A method for optimizing
processes that involves continual
reduction of waste.
 CONWIP control

CONWIP stands for Constant Once the parts are released, they
Work-In-Process, and are processed as quickly as
designates a control possible until they wind up in the
strategy that limits the total last buffer as finished goods. One
number of parts allowed way to view this is that the system
into the system at the same is enveloped in a single Kanban
time cell: Once the consumer removes
a part from the finished goods
CONWIP control. Movement inventory, the first machine in the
of parts shown in blue, chain is authorized to load
circulation of release another part.
authorizations in green.
 How a WCM is achieved
• Develop the awareness of the need to make the
transition to World Class Manufacturing

• Develop the ability to search for relevant tools and

to apply them effectively

• Monitor progress so that an improvement program

can be systematically utilized.
Factors which can make a WCM
Some other factors
 Implementing WCM :
Tools to Measure and Record Progress
Success Factors WCM Tools Measurement Indicators
1. Cost control Just In time logisitics, • Inventory holdings
quality at source & supply • Absence of defects and rework
chain management tools. • Cost of incoming materials

2. Quality Statistical Process Control, • Customer return rates

fool-proofing to prevent • Internal reject, rework & scrap
errors, Pareto analysis of rates.
types and causes of • Supplier quality Performance.
production defects
3.External Just-in-time logistics, •· Time from customer order to
flexibility quality at source and • delivery
supply chain management •· Delivery frequency & reliability
tools to customers.
• Delivery frequency and
reliability of suppliers
Success WCM Tools Measurement Indicators
Factors
4. Internal Cellular layouts, single unit Machine changeover times
flexibility flow, production pulling, Batch and lot sizes
Kanban signaling system, Inventory levels
single-minute exchange of Throughput time through factory
dies for rapid machine changeover, Machine utilization levels
supply chain
management

5. Capacity Multi-tasking, Numeracy and literacy levels

to change Multi skilling, Labor/management turnover levels
(Human Quality circles, Absenteeism rates
Kaizen groups, Training expenditure and types of
resource
Training, training
development)
Incentive schemes. Employee development
Suggestion schemes/continuous
improvement

6.Innovation Concurrent engineering, R&D expenditure

capacity new product development Proportion of sales from
techniques new products