WCM(World Class Manufacturing)

World Class Manufacturing (WCM) is a comprehensive management system designed to improve business performance through loss elimination. Resources are focused on reducing breakdowns, improving quality, improving customer satisfaction, and improving productivity.

The pillars of World Class Manufacturing are specified in terms of Technical and Managerial pillars as below.

The Technical pillars of World Class Manufacturing:

1. Safety
2. Cost Deployment
3. Focused improvement
4. Autonomous maintenance and workplace organization
5. Professional Maintenance
6. Quality control
7. Logistics & Customer service
8. Early equipment management
9. People development
10. Environment

The Managerial pillars of World Class Manufacturing are:

1. Management Commitment
2. Clarity of Objectives
3. Route map to WCM
4. Allocation of Highly Qualified People to Model Areas
5. Commitment of the Organization
6. Competence of Organization towards Improvement
7. Time and Budget
8. Level of Detail
9. Level of Expansion
10. Motivation of Operators

WCM Technical and Management Pillars

Technical Pillar

1. SAF Safety

Continuous improvement of safety:

  • To reduce drastically the number of accidents.
  • To develop a culture of prevention.
  • To improve the ergonomics of the workplace.
  • To develop specific professional skills.

2. CD Cost Deployment

Analysis of the losses and costs (losses within the costs):

  • To identify scientifically and systematically the main items of loss in the system production-logistics business.
  • To quantify the potential economic benefits and expectations.
  • To address the resources and commitment to managerial tasks with the greatest potential.

3. FI Focused Improvement

Priorities of actions to manage the loss identified by the cost deployment:

  • To reduce drastically the most important losses present in the system manufacturing plant, eliminating inefficiencies.
  • To eliminate non-value-added activities, to increase the competitiveness of the cost of the product. To develop specific professional skills of problem-solving.

4. AA Autonomous Activities

Continuous improvement of plant and workplace.It is constituted by two pillars:

  • a) AM Autonomous Maintenance: It is used to improve the overall efficiency of the production system through maintenance policies
    through the conductors (equipment specialists).
  • b) WO Workplace Organization: It is developed to determine an improvement in the workplace because often the materials and
    equipment is degraded; in particular because in the process there are many losses (MUDA)to remove.

5. PM Professional Maintenance

Continuous improvement of downtime and failures:

  • To increase the efficiency of the machines using failure analysis techniques.
  • To facilitate the cooperation between conductors (equipment specialists) and maintainers (maintenance people) to reach zero breakdowns.

6. QC Quality Control

Continuous improvement of customers’ needs:

  • To ensure quality products.
  • To reduce non-compliance.
  • To increase the skills of the employees.

7. LOG Logistics & Customer Service

Optimization of stocks

  • To reduce significantly the levels of stocks.
  • To minimize the material handling, even with direct deliveries from suppliers to the assembly line.

8. EEM Early Equipment Management

Optimization of installation time and costs and optimization of features of new products

  • To put in place new plants as scheduled.
    To ensure a rapid start-up and stability.
  • To reduce the Life Cycle Cost (LCC).
  • To design systems easily maintained and inspected.

9. Education & Training

Based on the assumption that succeeding in the implementation of the strategy depends on a whole group, the employees must all be trained.

  • Each one of them had to find its place: they must know about the current methods and standards and acquire the necessary competencies.
  • In order to guarantee a smooth adoption of World Class Manufacturing, the human factor is absolutely essential, that is why companies must invest time in training.

10. PD People Development

Continuous improvement of the skills of employees and workers:

  • To ensure, through a structured system of training, correct skills and abilities for each workstation.
  • To develop the roles of maintenance workers, technologists, specialists such as major staff training.

Impact of WCM in the Industry

WCM is a comprehensive management system designed to enhance a company’s performance by eliminating industrial waste (stock surpluses, production waste…), in line with lean manufacturing. The whole approach relies on quality and productivity improvement, breakdowns decrease as well as customer satisfaction. To complete this strategy, the whole team has to get involved and master all the means at its disposal.

Decision-makers also have to support the strategy by remaining aware of new techniques implemented, by taking a critical look at their processes, and by keeping an open mind. All managers need to establish clear objectives to make their teams succeed and to motivate them. Ultimately, WCM is all about encouraging collective and progressive spirit.

Even if it can seem like it takes a long time for WCM to be fully implemented, the process should be followed step by step and the teams’ potential should always be taken into account: they are the ones who make it possible for a company to become successful. Within such a framework, TPM (Total Productive Maintenance) and RCM (reliability-centered maintenance) are closely linked.

The WCM pillars represent the different approaches, philosophies, and tools that WCM organizations need to deploy. The pillars should not be confused with “classic” management by the department. The n°1 objective of management by a pillar, by methodology, makes it possible to break down the barriers, the existing boundaries between the services, to focus on the problems, losses, and wastes of the company, to focus on the creation of value for the customer.

The role of the pillar manager will therefore be to promote the methods, the culture of his pillar in the company, to facilitate the implementation through adequate training, to help the site pilots.

For example, the head of the customer satisfaction pillar will help his maintenance colleague set up a just-in-time supply system for oils and greases. The ma pillar manager will help his quality colleague on an MA job site on a quality control machine.

To help them build their pillar, each pillar manager must rely on a visual pillar management board, which is regularly updated. The use of visual tables makes it possible to ensure the deterministic logic that must exist between the analysis of the situation, the actions taken, the indicators monitored the results, and the locking actions.
The power of the WCM method comes from the involvement of teams.
WCM foresees 10 technical pillars and 10 managerial pillars. The levels of accomplishment in technical fields are indirectly affected by the level of accomplishment in administrative fields.

The WCM pillars structure represents the “Temple of WCM” and points out that, to achieve the standard of excellence, parallel development of all the pillars is necessary. Each pillar focuses on a specific area of the production system using appropriate tools to achieve excellence globally.