WORLD CLASS

MANUFACTURING
THE SEVEN KEYS TO WORLD
CLASS MAUFACTURING.-
White Paper-
Infor Corporate, 2007
 World Class Manufacturing
Richard Schonberger, a leading manufacturing consultant, created
the term “world-class manufacturing”. According to Schonberger,
“manufacturing is gained by marshallling the resources for continual
rapid improvement”
1) What does it mean to be a world-class
competidor?

 Being successful in your chosen market against any competition-regardless

of size, country of origin or resourses.
 Matching or exceeding any competidor on quality, lead time, flexibility,
cost/Price, customer service and innovation.
 Picking your battles-competing where and when you choose on terms that
you dictate.
 You are in control and your competitors struggle to emulate your success.
2) What does it take to be a world-class
competidor?
 Companies must change procedures and concepts, which in turn
leads to transforming relations among suppliers, purchasers,
producers and customers.

Extraído de https://www.boundless.com, mayo 2014

 Enterprise automation is indispensable to manufacturing innovators

who aim to gain market share, operate at peak effeciency and
exceed custormer expectations so they can be world class in their
industry. Extraído de
http://www.q2serves.co.uk/business-
process-automation.php , mayo 2014
How can a Company become and remain
a world class?
The keys to success, in no particular order, are:
Reduce Lead Times
Speed time-to-market
Cut Operations Cost
Exceed customer expectations
Manage the global Enterprise
Streamline outsourcing processess
Improve business perfomace visibility
Extraido de http://www.tresu.com/index.php?id=404,
mayo 2014

Each of these objectives is important in and of itself; however,

taken together, they describe the focus of the activities and
attitudes that define world class
REDUCE LEAD TIMES
 In many markets, the ability to deliver sooner will win business away from compatitors
with similar product features, quality and Price.
 In others markets, quick delivery can justify a Premium Price and will certainly enhance
custormer satisfaction.
 In all cases, shorter lead times increase flexibility and agility, reduce the need for
inventory buffers and lowers obsolescence risk.
 Lead times are cumulative and bi-directional
 Best combination of Price and lead time often comes from a stable buyer-supplier
collaborative relationship based on long-term contracts, with deliveries according to a
forecast that is shared with the supplier and updated frequently.
SPEED TIME-TO-MAKET

Dilbert by Scott Adams

SPEED TIME-TO-MAKET
 Developing and introducing new products and services is vital to most manufacting
companies. Bringing better and less expensive products quickly to market is more
crucial than ever
 Good ideas are not enough; well-managed processes for bringing new products to
market can lead to significant competitive advantages. Those activities, however,
represent a significant risk that can lead either to missed opportinities or to a huge
financial losses
 Same proceses and resources are applied to product improvements, corrections and
variations throughout the lifecycle.
 Success, in today´s markets can only be achieved though innovation, agility and
aggressive marketing.
 CUT OPERATIONS COSTS
 Companies with a lower operational cost structure enjoy an obvious advantage in
profitability, and the ability to adjust princing to meet competitive pressures if necessary to
maintain or gain market share.
 Costs are really just part of the scoreboard.
 Localized cost reduction efforts can often increase cost in other areas. i.e.
 The relative cost of source/make/deliver, and therefore, the opportunities for cost reduction,
will vary with the specific industry and the kind of products the manufacturer makes.
 Fulfllment costs have not received as much attention as it deserves; inventory cost,
transprotation cost, admin cost, electronic communications, and storage account for a
significant part of the cost of doing business.

WalMart’s strategy in cost leadership

Extraido de :
http://winaungko.blogspot.com/,mayo 2014
EXCEED CUSTOMER EXPECTATIONS

Dilbert by Scott Adams

 Please your customers
 Most successful companies do not just meet customer expectations, they
exceed them and beat the competition by setting the bar at a level that makes
it difficutl, if not imposible, for others to surpass.
 Your products and services must strive to support the customers´vision
 Communications is very important
 The key is to give customers access to all appropiate information about your
realtionship and make it readily available whenever and wherever they might
need it. i.e. the WEB
 Quality must be considered a given.
 In short, the best strategy is to make the customer want to do bussines with you
 MANAGE THE GLOBAL ENTERPRISE
 Every Enterprise is now involved in some form of international trade.
 Every executive must recognize this new reality and factor global business
into plans, processes and strategies.
 Design products to appeal to international markets
 Search for suppliers in other geographies
 Establish new sales channels
 Globalization and Web commerce have changed traditional business
behaviors and practices.
 Manufactues often grow and enter new markets by acquiring or merging
with other companies.
SREAMLINE OUTSOURCING PROCESSES

Dilbert by Scott Adams

 SREAMLINE OUTSOURCING PROCESSES
 Outsourcing offers flexibility and can often save money by exploiting economies
of scale or other favorable cost factors offered by the contractor.
 Outsourcing a part of the manufacturing process could save you from having to
expand your manufacturing space, searching for and hiring experienced
resources, training new hires and paying various expenses involved in ramping
up a new production lined or process
Unlocking the Potencial
 The keys to become a WCM is not a secret- they are not even specially
profound- they are a simple destillation of the expiriencies of the leading
companies and how they have maneged to exel the choosen market.
 Professionals understand the value of good tools/technology
 i.e. when selecting a machine

 The keys of WCM dictate a requirement to deploy capabilities to improve

manufacturing operations and processes.
 Being a world class is all about being as good as your competidor in the
world, but just a little bit better, quicker, smarter or more responsive tan the
rest.