The Basic of WCM

Dr. Hajime Yamashina

Professor Emeritus, Kyoto University
Member of RSA ( U.K. )
Member of Royal Swedish Academy of
Engineering Sciences

1
Contents :
1. Why WCM ?
2. How WCM has been established
-- The seven keywords to understand WCM
3. The foundation to establish competitive manufacturing
4. Sustainment and diffusion of WCM
5. The five viewpoints of WCM
6. The importance of production engineers
7. Ten pillars of WCM and ten management issues

2
1. Why WCM ?

3
 1.1 Introduction

Strengthening
of manufacturing WCM

Application of VA to raw materials, cost reduction

Reduction of
variable costs Reduction of distribution cost

Profitability Increase sales of new product

improvement Increase of sales
Increase of sales of current products

Developing products that lead the market

Product
development Developing products for a new nitch market
New
technology Reinforcement of product development
capability

Equipment Improvement of techniques / reinforcement

development of design capability

Strengthening of Supporting Business efficiency and

business each section effectiveness
4
To make us more profitable, we need to think from the following seven
viewpoints :
(1) Strategy
Lofty and easily understandable company’s policy and strategy to
be implemented from the top to the shop floor people.
(2) Capital – profit, investment
Severe cost management – extensive use of cost deployment.
(3) Products
High value added products
Needs oriented product development
Development of original and creative products

5
(4) People
Very active organization
R&D : innovation minded
Manufacturing : Kaizen minded
People development directly linked to their work
Utilization of knowledge and wisdoms of exceptional external
people
(5) Technology
Active development of new businesses
Capability of new product development
Capability of process innovation

(6) Extensive utilization of I.T.

Real time information from market needs to suppliers

(7) Time management

Produce value every minute 6
1.2 Full of waste and losses in a factory

(1) Machine breakdowns

(2) Setup operation
(3) Defectives
(4) Minor stoppages
(5) Delay of part delivery from suppliers
(6) Absence of an operator

which will just increase production cost and dissatisfy

customers.
7
1.3. Machine : No perfect machines exist

Problems Countermeasure

Bad design
Development of competent
Maintenance production engineers and able
operators who can cope with
Market change the problems
New technology

8
Philosophical Differences
Failure Driven Prevention Driven
Process is Process is
capable capable

move to the only the

next fire “if it ain’t broke,
starting point
“KAIZEN”
don’t fix it”

6 months later

12 months later

24 months later

9
1.4 Man : Necessity of better understanding of human nature

The problems caused by man

Knowledge Lack of knowledge

Skills Overconfidence
Immaturity Education and Training

Man Bad habits due to past experiences

Attention Health problems, fatigue, worries

Excessive stress
Loose mind
Carelessness
Absent mindlessness

Misunderstanding, misjudgment, misoperation

10
To improve cash flow, production performance is
very, very important.
But, it varies very much depending on the nation,
the company, the corporate culture, the factory
and the employees even if they use the same
equipment.
Unless we in production continuously find our
problems by ourselves and set our themes to
resolve autonomously, the company will not be
able to keep competitiveness in a fierce and
highly competitive market.

11
1.Needs;

“It is not the strongest of the species that survives,

not the most intelligent,
but the one most responsive to change.”

Charles Darwin / The Origin of the Species

12
 1.5 The necessity of continuous improvement
(The company should create an atmosphere of continuous
improvement as a company culture.)

Current level

13
The Reality of Innovation without Kaizen

Importance of Continuous Improvement

Ideal level

Innovation

14
 Innovation with Kaizen

Maintain

KAIZEN

Innovation

Involvement of shop floor

people 15
Two cases without autonomous improvement and with
continuous improvement
[Without] [With]

Gap
The performance level

The performance level

1st 2nd 3rd 4th 16

1st 2nd 3rd 4th
Generation Generation
 1.6 Two different approaches

1) Fire fighting approach

fire fighting
improvement

Due to lack of foundation

and lack of standardization and maintenance, sustaining the achieved result is difficult
and the problem will come back again.

2) Continuous improvements with P.D.C.A cycle

– Build from fundamentals, lasting progress
Problem identification analysis countermeasures Implementation
checking the results OK : standardization Horizontal expansion

The shop floor people follow the standards to sustain the

further detail analysis
achieved results.
NO 1. true cause identified?
standardization
more sophisticated 2. right method used and good
method analysis made?

standardization 3. right countermeasure

implemented?
17
 Example : Safety issues
HEINRICH PYRAMID - PLANT
May ‘08
Apr ‘09
2007 2008 (12 months 2009
rolling)

0 0 0 Fatal 0

LTA – Major 0
0 0 0
accident

29 16
LTA – Minor accident 1
7
(D + F)

128 62 40 First Aids 8

207 628 341 Near Misses 84

3064 3964 3885 Unsafe Conditions 1960

1852 4030 5018 Unsafe Acts 2765

18
 Journey of continuous improvements
1st level : To achieve 0 lost time accidents
(Look at safety root causes against lost time accidents, medication
and fist aids)

2nd level : To further achieve 0 first aids

(Look at safety root causes even against near misses, unsafe
conditions and unsafe acts and use the TWTTP for unsafe acts)

3rd level : To sustain 0 safety incidents, take countermeasures against

identified problems at perception, judgement and action stages

19
1.7 Commitment of the organization

The five levels of active organization :

Level 1 : People deny that there are problems or don’t
want to see them.
Level 2 : People admit that there are problems but find
excuses for not being able to solve them.

20
 (-Continued)

Level 3 : People accept the fact that there are problems

but unable to solve them because they don’t
know how to attack them.
Level 4 : People want to see potential problems and for
this try to visualize them. They will attack them
by learning proper methods.
Level 5 : People know their problems, methods to solve
them and how to involve all the people to
attack them. They are ready to attack any
problem and to change their organization if
needed after solving the problem.

21
 Level 1 Level 5

A drop of water A collection of drops of water

Water Cloud
Physical characters of water Completely different behavior
from physical characters of water

22
 Daily work
Plant manager Improvement duty

Head of department

Head of section

Assistant manager

Foreman

Worker
Daily duty

23
On hierarchic organization, people in the upper rank
must have higher percentage of improvement duties.

Maintaining the present state is a vice that refuses

improvement.

Only changes create improvements.

24
WCM is to make continuous
improvements in a systematic
and organized way by involving
from the top to the shopfloor
people In order to get the
maximum benefits with
Minimal efforts

25
2. How WCM has been established
-- The seven keywords to
understand WCM

26
 WCM Principles

Wide 1. A perspective view

See things
through
View Strategic 7. Cost consciousness
broadly To prioritize
Perceive the
meaning 2. Visualization
See 3. Right method and
tools
To solve
Evaluate the
judgement from 4. Zero optimum
the observed Watch
results

Pursue root Examine 5. Countermeasures

against root causes
causes against Narrow
6. Detail in order to
the identified Deep see what cannot be
results seen visually

Fig. Everything starts from where and how we see our problems 27
 Competent and wise men try to see
what cannot be seen visually

There is no correlation in a binary graph There is correlation in a ternary graph

28
(1) The importance of having a perspective view
from a global view to detail
“See the wood for the trees”
(forest wood tree branch twig)
 Safety matrix
Cost deployment
QA matrix are the way to have a perspective
Breakdown map view of the plant
Knowledge and skills matrix
Value stream mapping

29
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We attach major losses in each unit

30
 Do not mix objectives with means

31
 Always measure results against the original objectives and targets

32
(2) Visualization
Visualization of problems creates action !

Problem Problem

By Tell
Be visualized visualization By
communication
Persuade

Perceive Recognize

Judge Judge

Act Act

33
Comparison between visualization and communication
 %
87%
Obtaining rate

7%
3.5% 1.5% 1%

Eye Ear Nose Skin Tongue

Fig. Obtaining rate of information by five senses 34

Eyesight

Visual angle

Fig. The range that people can watch closely

35
Without visualization,
 We need a lot of communication and waste time.
 When we need to take action, we cannot see its timing.
 The problem cannot be highlighted even when we
actually need to take action against it.
1. Management commitment must be visible.
2. Safety requires standards and visibility.
3. Standards must be visible.
4. Performances must be visible ideally real time.
5. Waste and losses must be visible.
6. All the problems (breakdowns, contamination, etc.) must be
visual.
7. How quality is built in at the process must be visible.

36
 One point lesson

* People do not remember a lesson explained with many words.

* People find it easy to remember a lesson shown by sketches

with a few words (80% : 20%)

* People understand a lesson if it is shown by sketches with a

statement explaining why it is logically right.

37
 Figures
* A well drawn figure is as good as one
thousand words

The amount of information a figure has is equal to

that of 8 minutes’ speech.

* By showing information by a figure, it can

be expressed vividly, well understood and
easily memorized.
38
 An elephant has a
long nose, two big
ears and a big body

Seeing is believing

1. Visualization requires better understanding of phenomena in detail

2. Visualization creates sharing information with the concerned people
3. Visualization of a problem leads to action
39
 Figure The visual workplace

Prevent
Poke-Yoke abnormalities

Defect
abnormalities

Warn about
Visual Control abnormalities

Build standards
into the workplace

Share established standards

Visual Display
Share information and/or
results of control activities

(5S): Sort, stabilize, shine, standardize, and sustain

7S’s
workplace organization. Plus (2S): Safety and security
40
 Figure The Visual Management Triangle
Seeing as a Group
・Production status
・Inventory levels
・Machine availability

Knowing as a Group Acting as a Group

・Delivery commitments ・Consensus on rules and
・Goals and schedules objectives
・Management rules ・Involvement in
improvement activities
41
 We made a grave error when we eliminated visual
controls such as wall schedules and replaced them with
computers. Wall charts support the visual management
triangle. They involve the team and compel action.
The computer is invaluable, but not for group
communicationーit lacks a public interface. This is the
Achilles heel of material requirement planning (MRP)
and enterprise requirement planning (ERP) systemsー
they are invisible and thus anaesthetize the workforce.
When computers offer expanded visibility (e.g.,
displaying data on well-lit boards, with graphic displays
illustrating production flow and inventories) they will play
a larger role on the manufacturing floor.

42
“In a world class plant, there is a system
which makes it possible to highlight any
abnormality visually in such a way
that anybody can recognize it as a problem.”

43
 Comparison between Visual Indication and Visual Control

Filter Filter Air

Air Regulator
Regulator

Lubricator Lubricator

Rubber
ring

Visual
indication

Visual control

44
 The flower
withers when
oil has been
run out

When a right
amount of oil is fed,
the flower
becomes open by
the move-ment of
By looking at the float.
the flower, we
can observe
The buoyancy of the
anomaly of the
oil quantity float

45
 [ Before ] [ After ]
Water supply
display lamp
OK !
Scale
Washing
booth

Tank of washing liquid

Cover Float

• Paint defects due to shortage of • Noticeable in case of shortage

washing liquid of washing water

• Unnatural posture when to • Safe inspection

inspect liquid level • Early confirmation of
• No scale on tank replenishment of washing liquid
• Automatic signal when washing
liquid is full 46
(3) Right method/tools From reactive, via
preventive to proactive improvement approaches

No methods are perfect and can solve all the problems.

We need to choose the right method/tools for each
identified problem.
There are different kinds of solutions depending on
where we are either at the reactive or preventive or
proactive stage.
In general, a proactive solution is 100 times better than a
reactive one (e.g., especially severe accidents, big
breakdowns, market claims, etc.)

47
There are basically three levels of countermeasures :

Reactive After an event has taken place, its counter-

measures are taken.
Preventive Learning from the past, countermeasures to
avoid a repeat (including similar problems under
similar conditions) are taken.
Proactive Based on theoretical risk analysis, proper
countermeasures to avoid a serious event to
occur are taken

48
 Defective
(Pathogenic bacteria)

Countermeasure 3
(poorly preventive) :
Do not fall ill even if bacteria
invade

Countermeasure 1
(proactive) : Countermeasure 2
Destroy bacteria (preventive) :
Preventive medical
treatment

Countermeasure 4
(reactive) :
Isolate patients
Fig. : Reactive, preventive and proactive countermeasures against
generating defectives (bacteria) 49
 (a) An elevated method (proactive)

(b) A warning method (from

reactive to poorly preventive) (c) A crossing gate method
(preventive)

Fig. : Reactive, preventive and proactive to prevent

crossing accidents 50
 Revealing potential defects

Number of breakdowns does not decrease

Visible
breakdowns

Potential defects

Prevention of
breakdowns at the
similar process through
horizontal expansion Potential defects have been revealed

A comparison between reactive and preventive approaches

51
 (4) Zero optimum concept

By aiming at “zero”,
Target is close to the optimum value
be attained but can be attained
never attainable.

【current stock level】 【optimum level】 【zero】

There is no
“What is the
room for
optimum level ?”
discussion.
becomes a big issue.
Zero is zero.
Fig. Meaning of targeting Zero
52
 Making changes
will create new
Total cost problems.

Make changes, or
you don’t make progress.

Optimal level
under certain
assumptions

0 AQL 0.01 0.000001 Quality control

Effectiveness 55% 85% Maintenance
Time 180M 9M Change over 53
Fig. : Making changes will lead to another local optimal point.
• Zero accidents

• Zero machine breakdowns

• Zero defects
• Zero customer claims
• Zero waste disposal
. . .

Zero is a beautiful number.

With WCM zero becomes a reality.
54
(5) Countermeasures against root causes, not
against symptoms
1. Safety (accidents, medical treatment/first aids)
* Lack of knowledge
* Behaviour
* Management
* Lack of attention
* Personal conditions
* Tools/equipment
* Procedures, systems

55
 Root causes analysis – Accident/Hazard
SAFETY - ROOT CAUSES ANALYSIS - ACCIDENT/ HAZARD
In Fatal accident Plant Manager UNIT Shift Location
Severe Accident
MTC A B C N
First aid Surname and Name Analysis completed by whom ? Date
Medicazi

5W+1H (event description) BODY CHARTS SKETCH / PHOTOS FIRST ACTION DESCRIPTION
WHAT (nature and e body part)

WHEN (when was it done? start of shift, end of shift, meal, etc...)

WHERE (Is the job being done? i.e. workplace,machine, etc...)

WHO (who is doing the job?) Usual work

Y N CAT. POSSIBLE ROOT CAUSES CHECK POSSIBLE ROOT CAUSES OK/NOK
WHICH (which kind of operation is on going)

HOW (How did injury occur?)

P
L
A
N UNSAFE ACT UNSAFE CONDITION

Competence Attitude Management Precautions Personal Tools Procedures

1 Knowledge 2 Behavior
3 4 Attention
5 conditions
6 Equipments 7 Systems
o Negligence, o Lack of training o Lack of attention o Mental deficency / o Tool/equipment insufficient o Lack of standard
o Inadequate training, o Incorrect use of PPE, o Poor physical attitude known o Operations not instability o Lack of maintenance procedures
o Little or no experiance in o No regard of safety rules o PPE not available schedulated o Physical deficiency/ o Weakness design o Insufficient procedures
specific job, o Work cycles out of sequence o Inadeguate PPE o Misunderstanding instability o Unexpected running of o Undefined roles
o Other o Lack of use of PPE o Physical attitude o Not correct use of PPE o Impaired state (due to equipment / tool o Unclear procedures
o Dubious event, o Maintenance not performed o Other... alcohol, drugs, Pr.Med) o Unschedule cleaning cycles o Undefined safety practices
o Other... o Cleaning cycle not performed o Familial problems o Climatic condition and procedures
o No regard of procedures and o Health problems o Incorrect install./fabrication o PPE inadequate
regulations o Unexpected illness o Insufficient lighting/ o o PPE unexpected
o Other... o Personal problems Excessive noise o Other...
o Other...

Training/OPL Training/OPL Maintenance FI, Kaizen, impro-

Coach/Return Coach/Return Professional Services
vement activities, etc.
FI, Kaizen, impro- FI, Kaizen, impro- FI, Kaizen, impro-vement
vement activities, etc.. vement activities,etc. activities, etc.
FI, Kaizen, improvement Training/OPL
Write Up
activities, etc. Write Up
Training/OPL
56
 ACTION PLAN RESPONSIBLE FORECAST DATE CLOSED DATE NOTES

D
O

RESULTS ACHIEVED CHECK PERFORM BY DATE SIGNATURE NOTES

In last 3 months, was there an event(s) that YES
produced the same root cause? NO

If answer is YES, please schedule additional action plan

C ADDITIONAL ACTION PLAN RESPONSIBLE FORECAST DATE CLOSED DATE NOTES

H
E
C
K

RESULTS ACHIEVED CHECK PERFORM BY DATE SIGNATURE NOTE

In last 3 months, was there an event(s) that YES
produced the same root cause? NO

ESTENSION PLAN TO SIMILAR AREA AND SCHEDULING NOTE

Estension regards: U.T.E./Department U.O. Area:

Aree di estensione Responsabile Data prevista fine lavori Data fine lavori

A
C
T

Foreman signature Manager Production Manager R.S.P.P. signature

Line Leader Engineer Area Manager

57
 2. Breakdowns

WHAT SHOULD BE DONE AFTER BREAKDOWN TO PREVENT

Nº
MANTENIMIENTO PROFESIONAL EMERGENCY WORK ORDER "EWO"
OPERARIOS LINEA TURNO

MAQUINA 1 OP DURACION

IT HAPPENS AGAIN?
MATRICULA

NOMBRE TIPO AVERIA PARCIAL / TOTAL FECHA

DESCRIPCIÓN DEL PROBLEMA DESCRIPCIÓN DE LA INTERVENCIÓN

DESCRIPCIÓN DEL PROBLEMA

2

SOLUCION DEFINITIVA O PROVISIONAL

REPUESTOS UTILIZADOS

INSUFICIENT INCREASED DETERIORATION QUÉ (¿Que producto se estaba fabricando?)

5W + 1H

1
LISTA DE POSIBLES CAUSAS

STRENGTH STRESS -

DEFINICIÓN DEL PROBLEMA

CUANDO (Inicio de turno, durante el turno, fin del truno, cambio de modelo, etc)
2

DONDE (Subgrupo, componente)

3
3
QUIÉN (Error del operario, Error del operario de Mtto, No depende del factor humano, etc)
4

CUÁL (¿Habido símtomas premonitorios de la averia?, ¿Sucede en un caso particular?)

5

COMO (¿Cuáles son las consecuencias sobre el funcionamiento óptimo de la máquina?)

6

TIPO DE CAUSA RAIZ

VERIFICACION DE LAS POSIBLES CAUSAS V /F

ANÁLISIS DE LA CAUSA RAIZ

1 INCREMENTO DEL DEBILIDAD EN EL
DETERIORO
ESTRÉS DISEÑO
2

EXTERNAL INSUFFIC. DESIGN FAILURE FAILURE TO FAILURE TO 3

4
TO OBSERVE MAINTAIN 4
INFLUENCIAS
INSUFICIENTES
COMPETENCIAS OPERACIONES NO
FALTA DE

RESTORE OPERATING BASIC

HOW TO COMPILE AN EWO
EXTERNAS DEBILIDAD EN EL MANTENIMIENTO MANTENIMIENTO DE
DEL CONDUCTOR U EJECUTADAS
5 Material Defectuoso, PROYECTO INSUFICIENTE LAS CONDICIONES
OPERARIO DE CORRECTAMENTE
Falta de material, etc BASE
MTTO

INFLUENCES SKILLS WEAKNES EQUIPMENT CONDITIONS CONDITIONS

6

ACCIONES CONTRA LA CAUSA RAIZ QUIÉN CUANDO

RESULTADO DE LAS ACCIONES ( ESCRIBIR EN LA PARTE DE ATRÁS SI FUESE
1 NECESARIO)

ACCIONES
AM
Adapt. 3

4 5

STANDARD
AM
5

TAREAS PARA EL PERSONAL DE MANTENIMIENTO QUIÉN CUANDO

ACCIONES RESULTANTES
INFORMAR AL REVISAR
CONTACTAR CON PROVEDOR, PUESTO / OPERACIÓN ANTERIOR DEPARTAMENTO ESTÁNDAR DE
PERTINENTE DISEÑO

OPL SOBRE LAS

OPL PARA
CREAR Y COMUNICAR OPL OPERARIOS
CODICIONES
OPERATIVAS

OPERATOR
Create
REVISAR MATRIZ DE COMPETENCIAS / REVISAR CALENDARIO DE REVISAR MATRIZ DE REVISAR
MANTENIMIENTO PREVENTIVO COMPETENCIAS CALENDARIO PM

ESTÁNDAR AM
REVISAR LOS ESTÁNDAR DE AUTOMANTENIMIENTO

OPL OPL / SMP TIEMPO TOTAL

TIEMPO
FECHA DE INICO FECHA FINALIZACIÓN TIEMPO DE ESPERA

VERIFICACIÓN
HORA DE INICIO HORA FINALIZACIÓN

&
TIEMPO DE REPARACIÓN

ENGINEER OPERATING COMENTARIOS

6
VERIFICADO POR FIRMA FECHA

OPL CONDITIONS

SKILL Com.
MATRIX
OPL
PM
Adapt.
CALENDAR
PM
REPORT TO:
DEPARTMENT, DESING Feed_
SUPPLIER, STANDARD
back
58
 3. Poor manufacturing quality

QA Matrix 4 M analysis

MATERIALS MACHINE METHOD MAN

QC 7 Step 7 Steps - Quality Maintenance QC 7 Step Problem Human Errors

Incoming material X Matrix

Poka HERCA
inspection Yoke
QM Matrix Training

Poka Yoke SOP OPL

5Q for 0 Defects Visual Aid
JES
Audit to suppliers’ Visual SOP
SMP
Process (QM matrix ) Kaizen POKA YOKE
Error
Fig. : Problem solving tool kit Visual
59SOP
Proofing
Q Gate
4. Cost deployment (identification of losses to be
attacked)
* Causal losses against resultant losses

5. EEM (long lead time, high cost, poor function, high

running cost, poor quality, high number of breakdowns)
* Poor design
* Unnecessary design changes

6. PD (losses caused by lack of competence)

* Lack of knowledge (Reactive, preventive, proactive levels)
* Lack of skills (Reactive, preventive, proactive levels)

7. . . .

60
 (6) Detail oriented
By going into detail, we can reveal and highlight the real
hidden problems behind an issue.
By going into detail, we can systematically crack difficult and
complicated problems.

 By going into detail, we can clearly state phenomena and

clarify the mechanisms of generating problems.

 By analyzing data smart, we can get the maximum benefits

with minor efforts since we have only limited resources.

 By identifying root causes of a problem and attacking it with a

proper method (medicine) rigorously (correctly), we can
eliminate the problem so that the problem will not prop up again.
61
 Example

Breakdown
(function loss) Motor burns out
１
Minor Stoppage Motor overheating
(function reduction)
10

Minor Failures Vibration causes

(no function bearing
reduction) 30 deterioration

Hidden Failures Loose nuts and

(no function Hundreds bolts
reduction)
62
Figure The Machine Loss Pyramid
 Market
Claim 1

Hidden Claims
100 -- 300

Internal rejects
1,000

Out of specifications
10,000

Lack of quality standards

100,000

Fig. : Quality pyramid 63

(7) Cost consciousness
There are 4 well known manufacturing
improvement activities in Japan.
TQM

4.
Productivity
1 2. 3.
Demand Quality Machine
fluctuation breakdowns Minimal cost
problems (motivation for
higher
Zero defects Zero productivity with
Zero stock breakdowns
(short lead （build in quality very low
at the process) (high absenteeism rate)
times with
availability)
quick
setup)
TQC TPM
JIT TIE

64
PE
One of the major drawbacks of TPM, TQC, JIT, and
TIE activities is the lack of direct relationship between
an activity and its cost reduction benefit.

No system is satisfactory without having the

capability of evaluating cost.

65
Project Request from
Operational Units /
Focus Improvement Improvement Plan
Team

Determination of Benefit Drivers &

Cost Drivers and Quantification by
Focus Improvement Team

Project Topic worth of no Topic is

database executing (B/C) postponed
(Matrix E)
yes

Project execution by
project team
(PDCA)&Update of Cost /
Benefit Drivers

Follow up (if
no Achieved yes needed,
Results? horizontal
expansion)
66
3. The foundation to
establish competitive manu-
facturing

67
3.1 People development
The initiative of PD must be taken by the plant
manager
* The performance of the plant depends on the
competence of the plant manager.
* It also depends on how the plant manager creates a
good team to WCM.
* The plant manager must involve all the members of
the plant so that everyone creates value.

68
What are the questions we should be asking
ourselves as to how to get there?

“To manufacture well, we must start to create

competent leaders.”

69
Loss identification depends on your eyes.

70
People improve their eyes as they learn.

71
WCM 100% : KNOWLEDGE

KNOWLEDGE SHARPENS YOUR EYES!

72
A leader must be educated and
trained to become a good one.

* The gem stone cannot glitter unless polished.

73
3.2 What are the pitfalls and major barriers that typically
get in the way?
(1) Lack/shortage of competent people at the levels of WCM
leader, plant managers and pillar leaders
- having a far sighted view of our business
- being able to see what cannot be seen visually
- being capable of making quick decisions
- finding and allocating right people at right positions
- driving their people to challenge to a higher competence level
with high motivation and passion
- not listening to what they say but checking what
they say and what they have done
- rewarding right people when they have done good
jobs
74
(2) Market instability causes focusing on short term objectives
(3) Lack of long term commitment of top management

(WCM is a long journey.)

75
(4) Resistance or indifference of middle class managers and
engineering staff against empowering the people of lower
levels in the hierarchy.
(5) Misalignment of the organization
Right person in right position
(6) Lack of education and training on the right subject to the
right people at the right moment

Essential study multiplied by practice

creates professionals.

76
(7) Difficulty of creating an integrated system :
* Strong and competent leader
* Competently qualified QC and PM managers
* Stability of management ( 3 years)
* Constant follow up of results
* Willingness of accept change
* Ensure the necessary time and budget
* Performance evaluation (rewarding) system

77
3.3 Hierarchical priorities for E & T

Plant
Deployment
manager

* Safety matrix
Managers
* Cost deployment
* QA matrix
Specialists
* Breakdowns
* Minor stoppages
Team leaders

Practice
Operators

78
 3.4 Deployment, Implementation and communication of
Our middle managers need to be
the WCM journey able to speak the two languages
clearly
e.g.,
•top management > money
Let’s make sure communication does not become a barrier
•the shop floor > objects, how
The language of money - many breakdowns . . .
Top Management

Middle Management
The Language of KPI’s
At the end it should
be a complete
interface

Language of Objects, team

leaders and shop floor people

79
FOCUS ON PLANT
MANAGER AND HIS
FIRST LEVEL

MANAGER

PROFESSIONAL
EXPERT

PROFESSIONAL

WHITE COLLARS

BLUE COLLARS

80
 3.5 The subjects the plant manager must master :
Reactive Preventive Proactive
* Safety management * Policy management * Recruitment [using
* Environment management * Strategic thinking competency based job
* Cost deployment (A, B, C, D, * Logical deployment description and organizations
E,F matrices) required characteristics (current,
* Establishment of an action future)]
* Understanding customers’ program to the near future
needs and wants * Real time performance
* Cost deployment (G matrix) management
* Problem solving approaches
(FI, AM, PM, QC, WPO,
Logistics)
* People development
* Alignment of the organization
structure to support delivery of
its policy and strategy
* The basics of QC
* The basics of maintenance
* The basics of WPO
* The basics of logistics
* Absence management
* Rewarding system

81
 More thinking
MANAGER

LEADER Right knowledge

THINKING through education
PROFESSIONAL
EXPERT

PROFESSIONAL

WHITE COLLARS
More visual,
direct (more Right skills through
sketches) BLUE COLLARS training

Just in
education and
training
82
 More knowledge & PLANT Overall view
MANAGER
thinking LEADER
THINKING
PROFESSIONAL
EXPERT “Examine” problems

PROFESSIONAL

“Watch” problems
WHITE COLLARS

Training & skills BLUE COLLARS “See” problems

83
 Just in time education and training

STANDARD
EDUCATION AND
TRAINING

JUST IN
EDUCATION AND
TRAINING

84
Questions :
1. Who are able to see things broadly and understand what the most
important issues to be addressed with priority are ?
(In fact, roughly speaking, only one out of 100 people can see the wood and
the direction of wind for the trees.)
2. Who are able to see what cannot be seen visually and systematically
crack difficult and complicated problems by going into detail?
(In fact, only a few people can pursue root causes against the identified
problem.)
3. Who are able to calculate benefits correctly after investing some amount
of money to solve the identified problem?
(In fact, no improvement should be accepted without having the capability of
evaluating the benefits and required cost. B/C ratio. Very few people can
evaluate the benefits of the carried out improvements.)

85
3.6 Good maintenance
 The major problem is to utilize equipment in an
optimal way with well organized maintenance.
 Equipment is designed to be reliable, but still liable
to breakdown because it consists of many
components and only when one of the components
(A components) breaks down, it will break down.
 To eliminate breakdowns is technically possible,
but the problem is how to do it economically.

86
 Identify !

 Problems to be addressed is how to detect the component

economically.
 To establish such a maintenance system as to detect the
component, we need to understand maintenance theory. 87
3.7 Built in quality at the process

Vision, strategy
Satisfactions of stakeholders
Management
R&D
Marketing
Product planning
Design
Production preparation
Business
Manufacturing techniques
Purchasing
Manufacturing
Quality control
Inspection control

Inspection QC
Process QC
Total Quality Control
TQM

Development of the Japanese Quality Assurance 88

Major concept about quality assurance (in general)
1 Inspection-oriented quality assurance
The first stage of quality assurance, which focuses mainly on
inspection of final products, involves only the inspection
department and the quality department. Their main functions are
to prevent defective products from being released from the
company.

Limitations
(a) Inspectors do not build in quality. They are extra people,
which reduces labor productivity.
(b) The responsibility of quality assurance does not belong to
the inspection division, but to the design and production
divisions.
89
(c) It is liable to take too much time to feed back information
from the inspection division to the production division.
(d) As the production speed is increased, it becomes impossible to
make inspection by human being properly.
(e) In order to carry out quality control in terms of ppm, the
statistical sampling method for AQL does not work.
(f) There are a lot of items which cannot be guaranteed by
inspection.
(g) If defectives are produced one after another at processes, it is
no use carrying out strict inspection.

90
2 Process-oriented quality assurance
The second stage of quality assurance, which focuses on process
control, involves the workshops, subcontractors, the purchasing
department, the production engineering department and even the
business department.
“100% good quality is pursued by investigating process
capability carefully and controlling the production process
properly.”
“Build-in quality at the process.”
We(Toyota) are not interested in buying products from the
companies which sell good products, but interested in buying
products from the companies which have good production
processes.
91
The basic principle of quality assurance : Build in quality at the
process.
The investigation and determination of inspection methods,
measuring equipment, or inspection facilities at processes
become major issues.
1. From the stage of designing, quality problems must be
investigated.
2. Through trials, hidden problems must be discovered.
3. The knowledge about quality and maintenance problems at
existing processes must be used when establishing new
production lines.

92
4. 100% assurance of the process capability for quality must be
made.
5. The method of inspecting the initial product (try-out) and its
feedback to improve the processes must be clarified.
6. Development of inspection equipment at the process is vital.
7. Introduction of fool proof devices to prevent human mistakes
must be made.
Limitation
(a) The problems which came from bad development and design
cannot be solved by the production and inspection divisions.
(b) The mis-selection of material cannot be solved by process control.
93
 To assure quality at the process : QA sheet

Machine Quality The degree Control Trend Condition The degree Overall
Process
of method control control of evaluation
charact- charact-
guarantee
importance
eristics eristics

94
3 Quality assurance in new product introduction
The third stage of quality assurance, which starts from
developing a new product, requires company-wide activities
from planning of the new product to releasing the product to
customers. Quality guarantee at this stage of developing the
new product eventually means that quality control must be
done with the participation of all the divisions and all the
employees including subcontractors.

“Build-in quality at the design and the process.”

95
Reasons
(a) If QC is not pursued properly in new product introduction,
satisfactory quality guarantee cannot be made.
(b) If the company makes a failure in new product introduction,
it becomes a matter of survival or death for the company.
(c) Quality assurance in new product introduction involves
research, planning, designing, trial production, purchasing,
production technology, production, inspection, business after
service departments.

96
Table The QC Mindset : The QC Viewpoint is vital
Category The QC Mindset Meaning
T Total (1) Strengthening the Use QC to create a company constitution
company constitution capable of achieving lasting prosperity
(2) Total participative Unite employees’ talents companywide and
management exercise them to the full
(3) Education and Boost human resource development by
dissemination strengthening education and training
(4) QC audits Top management itself must check the
state of progress of QC and champion QC
activities
(5) Respect for humanity Respect people’s dignity and have them do
their best
S Statistical (6) Use of QC tools It’s no good trying to do things by one’s
own devices
(7) Dispersion control Pay attention to dispersion and identify its
causes

97
 Table The QC Mindset (-continued)
Category The QC Mindset Meaning
Q Quality (8) Quality first Aim to secure profits by giving top priority
to quality

(9) Customer orientation Make the goods and services that

customers really want

(10) The next process is Never send defectives or mistakes on to

your customer the next process

C Control (11) The PDCA Wheel Conscientiously follow the Deming Cycle
(12) Management by fact Base decisions and actions on facts
(13) Process control Control the process of work
rather than its results

(14) Standardization Formulate, observe and utilize standards

(15) Source control Control systems at their source,
not downstream
(16) Policy management Use policy management to evolve
consistent company activities
98
 Table The QC Mindset (-continued)

Category The QC Mindset Meaning

C Control (17) Cross-functional Create horizontal links throughout the
management organization and improve systems for
managing quality, cost, delivery, safety
and morale
I Improvement (18) Priority Pounce on priority problems and
consciousness attack them mercilessly
(19) The QC 7-Step Effect improvements by faithfully
Formula following the QC 7-Step Formula
(20) Recurrence Never repeat the same mistake!
prevention, prior Do not neglect recurrence prevention
prevention and prior prevention of trouble

99
4. Sustainment and diffusion
of WCM knowhow

What we need are :

1. standardization
2. knowledge management
3. time management
to sustain what have been achieved by WCM
and to diffuse the WCM knowhow quickly
enough
100
4.1 Standardization
1. What is a standard?
・ A standard is a clear image of a desired
condition.
2．Why are standards so important in WCM?
・ Standards make abnormalities immediately
obvious so that corrective action cam be taken.
3．What makes an effective standard?
・ A good standard is simple, clear, and visual.

101
In WCM system, standards are linked to action.
A thick volume on a shelf has little meaning. But
a clear image posted at the point of use has power.
Consider a quality standard for, say, paint finish.
Here are three types of standards and their
relative power.

• Written description in the supervisor’s desk

drawerーlow power.
• Picture posted in the workplaceーhigher power.
• Actual sample of both good and bad conditions
posted at the point of useーhighest power.
102
 7 steps standardization to establish a good
manufacturing basis
Step 7
Documentation
One page report
Step 6

Quality
Step 5
4M standards, 2G

Maintenance
Step 4
AM, PM, 2G (operating principles,
operating standards) jigs, tools
Measurement
Step 3

Work
Step 2
SOP

Step 1 Order
5T, safety standards

Foundation
5S 103
 To start :

5S 5T

1. Seiri (Organization, 1. Tei-ji

abandon the unnecessary)
2. Tei-ichi
2. Seiton (Orderliness,
putting things in order) 3. Tei-hyouji
3. Seiso (Cleanliness, 4. Tei-ryou
keep tidy and clean) 5. Tei-shoku
4. Seiketsu (Standardized
clean up)
5. Shitsuke (Discipline)
104
The 5S system is designed to create a
visual workplaceーthat is, a work
environment that is self-ordering, and
self-improving.
In a visual workplace, the out-of-
standard situation is immediately
obvious and employees can easily
correct it.
Managing thus, on the basis of
exceptions, makes excellence possible.

105
 Table Ten Principles for
Implementing 5S
1. Keep in mind that your true goal is a well-ordered,
smoothly flowing production line. Never let the 5S process
itself become the goal, or you’ll end up with the Jive Ss.
2. Distinguish necessary items from unnecessary items and
get rid of the unnecessary ones immediately.
Excess inventory is a major unneeded item to target.
3. To keep your processes from getting bogged down, first
get rid of all excess work-in-process. If you set up and
maintain U-shaped production lines, organization and
orderliness will follow naturally. 106
4. Eliminate the waste that arises from looking for things.
The secret of the orderliness is to position items according
to their frequency of use and to make sure they can be
returned easily to their proper places.
5. If management sets the example with the first four Ss,
the fifth S, discipline, will follow naturally.
6. Toilet facilities should be better than the ones
in the employees’ homes. This creates a clean and
hygienic atmosphere throughout the plant.
7. Everyone needs to be responsible for picking up debris,
including top management. This will keep the plant neat
and clean.

107
8. Cleaning is an occasion for spot checks. Pieces of
equipment should be labeled in the order of their tendency
to break down, and they should be cleaned and inspected
every day.
9. No electrical wires should dangle from the ceiling. You’ll
have a more streamlined production line if they enter or
exit the machines from the side.
10. Clerical and administrative departments should also be set
up in streamlined lines to provide a readily observable 5S
examples.

108
 Figure 5S Implementation
5S Goal Steps for achieving the goal
Stage 1 Stage 2 Stage 3
Organization Creating well- Most of the Creation of Streamlined 2S
organized, smoothly unneeded items compact lines that are
flowing production are excess streamlined simplified and
lines inventory and lines automated
unfinished
goods
Orderliness Everything in its place Creating Improvement of Just-in-time
storage bins for the pre-setup supply
parts process production with
(reorder charts) kits
Cleanliness Creating a clean, Improving the The managers Improving the
pleasant workplace floor surface are responsible ceiling;
for picking up a debris-free
scraps workplace
Standardized Maintaining a clean Improving the Remodeling the Improving the
Cleanup manufacturing cafeteria and toilet facilities lightening
process areas (2000 lux)
Discipline A well-mannered Courtesy Everything Campaign to
workplace campaign done with spit instill a sense
and polish of style 109
Overall goal: well-organized, smoothly flowing production lines
Seiton : 5T (Tei-ji, Tei-ichi, Tei-hyouji, Tei-ryou,
Tei-shoku)
 Tei-ji : Fixed route (where to pass?)
In order to create a flow of products, information, equipment and/or
people
 Tei-ichi : Fixed place (where to put?)
In order to determine the place to put and take things easily, quickly
and surely
 Tei-hyouji : Standardized display (where is it, what is it, what/how to
do?)
In order to let everybody understand easily places, articles,
what/how to do
 Tei-ryou : Fixed quality (How much?)
In order to control quantity of articles
 Tei-shoku : Standardized colors (How to distinguish?)
In order to prevent errors by using colors 110
Passways by the side of walks
1. Treat passway lines as passways Passway line
Inside of
Width of carriers The Passway
passway

2. Plane off the corners

Easy to turn

3. Make passways straight against entrance / exit

4. Mark floors in such a way that doors

won’t hit anything when opened

111
1. Tei-ji : Fixed route
 Layout of the machinery in a rectangular way
 Clear and straight gangway
 Gangway by the wall

112
Random Rectangular Crooked Straight
placement placement gangway gangway

113
 Passage for lorries

No Parking
No Walking

Pedestrian passage 114

Necessary space for loading
and unloading
Passage for lorries Pedestrian passage Passage for transporting
articles into and out of the
building

115
Passage

The necessary space

for the turning of
carriers

Passage

The necessary
space for putting in
and our articles to
and from the store116
 + Big Indicate sizes
Wrench
2. Tei-ichi :
Fixed position

Shadow

Mark the floor

117
1. Nice to look at : The number shows the sequence of using them

2. Easy to use

118
3. Tei-hyouji : Standardized display
Three Kinds of Display

Where is it ? What is it ? What to do with it ?

Place Article Action

Addresses of lines, Article names, Instructions of pro-

processes, entrances, Article reference duction, SOP,
exits, etc. Numbers, etc. Andon, Control
boards, etc.

119
Place
Don’t you
remember?
Plant manager Supervisor
Why not
display?

Easy to
?
find

120
Places between columns

121
Article
Indication of addresses

Container Match

Shelf

Four digits : The probability of misreading is ca. 10 ~ 20%

Five digits : The probability of misreading is more than 50%
Good solution : 36-485 The same level of mistake with 4 digits

122
 Action Green

Trimming Line
Yellow Body
1 2 3 4 5 6 7 8 starving Red
Red
Body
1 2 3 4 5 6 7 8 blocking

(1) When the trimming line is working in order,

its green lamp is on.

(2) If a person at some stage pushes his stop button,

then its yellow lamp becomes on.

(3) Body starving : when there is no body to process,

this lamp becomes on.

(4) Body blocking : when the line stops because of

blocking, this lamp becomes on.
Fig. : Example of display panel 123
4. Tei-ryou : Fixed quantity
Limit of the number of boxes

Wrong

Limit of the height

Max Max
Wrong

124
5. Tei-shoku : Standardized color
1. Color-coding of floor surface, routes
2. Color-coding of places (lines, processes)
3. Color-coding of materials (stainless steel, carbon steel, soft steel, Nylon,
etc.)
4. Color-coding of oils and grease
5. Identification of safety devices, unsafe areas (tiger mark by yellow and
black)
6. Display panel (in operation, feed material, abnormal, etc.)
7. Unnecessary items (red tags, yellow tags, under consideration to be
discarded)
8. Color caps by occupation
9. By law :
Telephone line : red Power line : orange
Industrial water line : white Drain pipe line : brown
Gas pipe line : green Oil pipe line : yellow 125
4.2 Knowledge management

“Why do we need to invent the same

solution at different plants?

126
 Prevention of overheat of bearings of the
1. Theme Loss : Labor cost loss Engineering dept.
rotating mill
2. Reason for selection 3. Target value 4. Results
The rotating mill is the main equipment and overheating mill bearings will Breakdown : 0 Saving of repair cost : $19,700 / breakdown
create a serious breakdown. Saving of labor cost : $1,010 / year

5. Analysis of the actual condition 6. Contents of improvement

min. 3
500
Lost time due to breakdown by (495) 1. Train the operator how to
the overheat of the rotating mill lubricate manually at the start of
bearings (6 mills) 400 operation

2 2. Refasten and / or replace joints

300
(270) Transition to predictive
3. Replace steel pipes with vinyl
maintenance
200 pipes in order to make it easy to
1 see their insides. ★ Installation of bearing
100 (110) temperature monitoring
4. Check the oil gauge easily by
equipment
changing the tank position
0
0
01 02 03 04
liner
Detection of problems Lubrication metal

Why does the bearing body

Insufficient oil supply
temperature increase?

Air gets in the Difficult to carry temperature sensor

pipe out inspection
Temperature Indication of
recorder temperature
1. Leakage of oil in 2. Defective 3.Too long 4. The tank
the hose during sealing at steel pipes is not
the operation the joint and ore properly The rotating mill stops when the
stoppage sections supply hoses positioned temperature goes over 65℃

7. Effect 8. The next step 127

Breakdowns caused by the overheat of the bearing : 0 Check the values of temperature sensors twice a year →±2℃ acceptable
4.3 Time management
“We must produce value every minute”
Manufacturing lead time
Example

128
Product development lead times
Example :
• Product development lead times from
: Less than 18 months
the point of fixing car design to line off
• Product development lead times if we
: Less than 15 months
modify an available platform
• Product development lead times if we
use the same platform : Less than 12 months

Set base Simultaneous Engineering and KM

(Knowledge Management) with excellent
documentation are the key.

Note : Incidentally, one of the benefits of shortening product

development lead times is that development cost is lower.

129
5. Five viewpoints of how
WCM has been applied

130
To evaluate how WCM is applied, we need to see from the
viewpoints of :

LOGIC

Method & tools

RIGOR

PACE

RESULTS

131
 LOGIC

Example :
Inventory level in days : measured in calendar days (not
in working days)
MTBF : measured against working hours (not days)

132
 Do not mix objectives with means

133
 Method & tools

In WCM, for each identified problem we choose a right

method (medicine) with proper tools since there is no
universal approach (medicine) to solve problems (to
cure all illnesses).

134
 Always measure results against the original objectives
and targets

135
 Example 1 :

Furnace Stratification
200

150 Cost Deployment

100 Summary
50

0
Downtime Rejects

80
60 Where is the problem
40 occurring?
20
0
Infeed
Outfeed

Zone 1

Zone 2

Zone 1
Tipple
Cascade

Furnace Outfeed
40
30
20
What are the root causes of 10
the problems?
0
Lack of Basic Human Error Worn-out
And which method/tools do Conditions Mechanical

you use? 136

 Countermeasures
40
Furnace Outfeed
35
30
25
20
15
10
5
0
Lack of Basic Human Error Worn-out
Conditions Mechanical
Countermeasures
•Apply AM to step 3 to eliminate losses
due to a lack of basic conditions on the
dryer outfeed in 3 Months
•Apply PM to step 3 to eliminate losses
due to worn out mechanical and
electrical in 3 Months
•Eliminate Human Error losses through
the People development pillar
137
 Furnace Outfeed
40
35
30
25
20
15
10
5
0
Lack of Basic Human Error Worn-out

Problems to be solved by people development because all of

the problems we face in the operation is due to lack of
competence

138
 AM Plant manager PM
1. 5G 1. 5G
2. 5W + 1H, 5Why 2. 5W + 1H, 5Why
10. Correct 10. SMP
evaluation

3. 7WCM tools 3. 7WCM tools

9. AM
9. PM
step 3
Step 3
4. Maintenance
theory 4. Maintenance
theory
8. AM step 2
8. PM Step 2
5. Machine
classification
7. AM step 1
7. PM Step 1 5. Machine classification
6. Breakdown maps
6. Measurement of OEE, OPE

(Reactive) (Reactive)
To attack the identified losses, what competence do we need from the
plant manager :
View 1) perspective view
(strategy, priority) 2) cost consciousness
Ideally, he(she) should know what methods/tools should be utilized and be
able to check whether they have been applied correctly and evaluate the
achieved results.

To what extent the plant manager must master? 139

In the same way, what competence (in detail) do we
need from the production manager ?
Production manager
AM
1. 5G
2. 5W + 1H, 5Why
10. Correct
evaluation

3. 7WCM tools
9. AM
step 3
4. Maintenance
theory
8. AM step 2

5. Machine
classification
7. AM step 1
6. Breakdown maps

(Reactive)

To what extent the production manager must master in detail ?

140
In the same way, what competence (in detail) do we
need from the maintenance manager ?
Maintenance manager
PM
1. 5G
2. 5W + 1H, 5Why
10. SMP

3. 7WCM tools

9. PM
Step 3

4. Maintenance
theory
8. PM Step 2

7. PM Step 1 5. Machine classification

6. Measurement of OEE, OPE

(Reactive)

To what extent the maintenance manager must master in detail ?

141
We continue to ask up to the team leader and the team members
who must attack the identified losses by themselves.
Team leader Team members
AM AM
1. 5G 1. 5G
2. 5W + 1H, 5Why 2. 5W + 1H, 5Why
10. Correct 10. Correct
evaluation evaluation

3. 7WCM tools 3. 7WCM tools

9. AM 9. AM
step 3 step 3
4. Maintenance 4. Maintenance
theory theory
8. AM step 2 8. AM step 2

5. Machine 5. Machine
classification classification
7. AM step 1 7. AM step 1
6. Breakdown maps 6. Breakdown maps

(Reactive) (Reactive)

To what extent they must be taught and master in much more detail?
142
 RIGOR

A method (medicine) can work when it is applied

correctly with rigor.

PACE

The market cannot wait until we solve all the

problems. We need pace by involving all the people
and raising their competence quickly enough.

143
 RESULTS

All the activities carried out must bring out good results.
otherwise, we must have either attacked wrong issues
or applied wrong method/tools or lack of rigor in
application or lack of pace.
E.g., Bronze level 10 – 20% cost reduction
Silver level 25 – 40% cost reduction
Gold level ca. 50% cost reduction

144
6. The importance of
production engineers
We also need people who are involved in
continuous improvements from the
engineering viewpoint.

145
Production engineering

• Products and the processes by which they

are made are two sides of the same coin.
• Process engineering is as important as
product engineering
• The two go together

146
Know how of Production Engineering

1. TOOLING ---- All the tools, jigs and machines.

Relative movement between the
product and the tool (processing
point)
2. PROCESS ----- Process planning, operation
standard
3. LAYOUT ------ Product flow, installation of
equipment, movement of operators

147
Principles and operation standards
Operating Operating Principle Operating Standards

Lathe Cutting Turn chucked 1.Turn workpiece at

workpiece,applying the specified RPM
Chuck the cutting tool to its and check for
surface.Move absence of wobble.
cutting tool parallel
2.The cutting tool
to the workpiece’s
should always move
Workpiece rotational axis to
in a straight line.
remove material
from its surface 3. Make sure
until specified shape workpiece center is
and dimensions are aligned with top
obtained. edge of cutting tool.

Cutting tool
148
But we need to have competent production engineers.
Evaluation criterion :

Saving made by a production engineers =

5 – 6 times higher than his (her) annual income
from the company

149
Example : EEM ( Basic Approach to LCC Design )
When working out the LCC design, answers to such
basic questions as what equipment to design and
what kind of design to create depend largely on
the design mission
(product quality and cost target, technical issues, and so on).

Before Die weight 5.2t After Die weight 2.1t

Surface 3.7m2 Surface 2.6m2
150
 Table List of drawing press die improvement points
IC RC
Replace Does it work as a general purpose item?
Can the materials, parts, or surface finish be changed?
Can old parts or equipment be used?
Will the problem disappear if other causes are eliminated by improvements?
Can the need for improvement be displaced to another process?
Can the individual draws and machines (including attached equipment) be changed?
Can the structure be changed?
Can something from a different equipment process be used here?
Simplify Can it be dropped altogether?
Can it be made smaller (or larger)?
Can it be made thinner (or thicker)?
Can it be made in smaller (or larger) quantities?
Can it be made lighter (or heavier)?
Can it be made shorter (or longer)?
Can it be made lower (or higher)?
Can it produce labor savings (such as stamps, seals, and standard drawings)?
Can the angle be made smaller (or larger)?
Combine Can multiple parts be combined as one piece?
Can they be made into a single unit?
Can it be joined or integrated with other parts or processes?
Can commercially available substitutes be used?
Don't Can secondary repairs and adjustments be eliminated?
overprocess Can the processing volume be reduced?
Can the finishing process be streamlined?
151
Roles of production engineers
Production  Quality control
engineer
 Industrial engineering

 Preventive maintenance

 Production control
Total productive
engineer  Product development

152
Requirement for Being Competent Production
Engineers

1. Able to visualize clearly what the ideal

production system is.
2. Able to understand operating principles and
establish correct operating standards clearly.
3. Able to make a good presentation simply and
clearly so that everybody can understand it.
4. Able to establish clear decision criteria by
figures.
5. Have challenging and pioneering spirits.

153
Traditional and WCM companies
a: Basic research
Traditional company b: Applied research
c: Product development & design
d: Process Engineer (pre-production)
e: Process Engineer (improvement)
a f: Operator
b c d
e f
Number of people

a b c d e
f
Number of people
WCM company
154
 10 8 6 4 2 0 Number of people (%)

Administration
Clerical work

R&D Product design R & D/Design

Product
Trial Man.
development
Experiment
Trial manufacture Experiment
Design P.T. P.T / F.D.
Production
F. Manufacture
Preparation
D. J.Manufacture

54% P.C. Receiving Delivery Production control

Processing / Assembly Manufacturing
Processing Assembly / Inspection
Inspection （factory)
Q.C. Maintenance Q.C. / Maintenance
Special duty Tech.
Production Product the Others
The Others preparation development Administration
Manufacturing Total (Example)
155
100 80 60 40 20 0
 U.S.A. Japan

☆ The population 2 : 1

☆ The number of lowers 16 : 1

☆ The number of engineers 1 : 2

156
7. Ten pillars of WCM and ten
management issues

157
 7.1 Temple of World Class Manufacturing

World Class Manufacturing

Early Product/Equipment Management

Safety / Hygiene & working environment

Professional Maintenance
Focused Improvement

People Development
Autonomous Activity
Customer Service

Cost Deployment

Quality Control

Environment
Commitment, Involvement, Communication, Understanding, Measurement,
Deployment, Implementation, Evaluation, Standardization with visibility, Documentation
158
 7.2 The Enablers of WCM
1) Commitment
If the board members are not aware of or do not support the management in
their objective of achieving world class levels of performance, the company is
doomed to fail.

2) Involvement
All the people are not only aware of the goals and objectives of the business but
they are a part of achieving them.

3) Communication
Before people can commit to a concept or an ideal they need to be told about it.
They need to understand the how’s and the why’s of a decision and an objective.
It is important for people to know how well they are performing against their
objectives and also how the overall business is progressing towards its goals.
159
4) Understanding
Understanding what and where problems are is the starting point for
making improvements.

5) Measurement
Measurement is key to (1) quantify problems and prioritize them and
(2) to determine the effectiveness of improvement activities. It is
necessary to measure performance before and after implementation to
determine if and to what extent the changes have improved performance.

6) Deployment
Deployment relates to how objectives are translated into action.

160
7) Implementation
Implementation of right solutions with rigor by right people to identified
problems is central to success. People can also learn things better by
doing them and grow.

8) Evaluation
Evaluation needs to be an integral part of the improving process to see
whether the identified problems have been solved.

9) Standardization
Once the evaluation cycle is completed, it is time to standardize the
method to manage the process to sustain the obtained result after solving
the problem and not to have the same problem again.

10) Documentation
Documentation is to accumulate created knowhow to prevail and use it in
other area and in the future. 161
7.3 Ten Pillars of WCM:
1. The Pillar of Safety
is to eliminate accidents.

2. The Pillar of Customer Service (Logistics)

is to satisfy customers fully from the viewpoint of TQC.

3. The Pillar of Cost Deployment

is to identify where the problems are from the viewpoint of cost.

4. The Pillar of Focused Improvement

is to create important knowhow and reduce cost especially by using
proper method.

162
5. The Pillar of Autonomous Activities
is to raise the competence of shop floor people by workplace organization in
labor intensive areas and by autonomous maintenance in capital intensive areas.

6. The Pillar of Professional Maintenance

is to achieve zero breakdowns with maintenance crew.

7. The Pillar of Quality control

is meant to achieve zero defects from the viewpoint of TQC
8. Early Product/Equipment Management
is to launch new product/equipment smoothly into production.

9. The Pillar of People Development

is to educate, train and nurture people to materialize WCM since the
success of achieving WCM depends on the people.
10. The Pillar of Environment
is to make a respectable existence for the community from the
viewpoint of environment. 163
 Safety
* Fully implemented Safety Management System. OHSAS 18001 achieved.
No Lost Time Accidents for the last five years.
* Safety leadership at all levels is visible and appreciated by the employees.
* Employee questionnaires demonstrate continuous improvement and high levels
of employee satisfaction with health and safety.
Health advice to include well-being programme (diet, weight, smoking and
stress issues).
* Autonomous safety is a way of life in the plant. Employees take leadership in
some elements of the safety programme :
- Use SMAT (safety management audit training) skills to change behaviors in
the workplace
- Coach and train other employees
- Review SOP’s (standard operation procedure) + risk assessments
- Analyze near miss incidents and unsafe acts
* Contractors and suppliers actively involved in safety improvement programme.
164
 TIMELINE
STEP IMPLEMENTATION

S1 S2 S3 S4-5 S6 S7
LWDC
15 1,36 1,4
1,2
1,0
10 5 accidents in the last 5 years
0,8
0,72
0,6
5
6
0,26
0,24
0,32 0,21 0,13 0,4
3 1 1 1 1 1 0,2
0 0,0
2001 2002 2003 2004 2005 2006 2007
LWDC (Cases) LWDC (f)
FAI
50 4,08 4
40
3
30
2
20
10 18
0,13 1
3 0,72 2 0,51 2 0,72 2 0,65 1 1
0 0,21 0
2001 2002 2003 2004 2005 2006 2007
FAI (Cases) FAI (f)

165
 Costs

INSURANCE PREMIUM COST (Savings/year) (K€)

500

400 - (35%+5%) Vs 2004

300 271
211
175 160 155
200

100

0
2004 2005 2006 2007 2008

166
 Standard
LWDC UTE - YEARS AT "0" EVENTS PLANT
2008 2007 POPULATION
2006 2005 2004 2003 2002

5 Y E A RS

6 Y E A RS

7 Y E A RS

8 Y E A RS
STAFF 8,6

UTE 1 8,6
UTE 4 7,6 32%

UTE 3 7,6

MAINTENANCE 6,6 46%

UTE 5 6,6

UTE 7 5,6 63%

UTE 9 3,6

UTE 6 2 85%

85% of the plant population: 0 accidents from 5 years

n. 6 UTE: 0 accidents from 2004!!!!!! 167
 Plant KPI
Last LWDC Last FAI Apr.
Introduction
Jan. 2008 2008 Implem. History
TWTTP
C635
Indicators

2005 2006 2007 2008 1Q+2Q 2009 Conclusions

0 0 0 0 FATAL 0

0 0 0 0 LWDC > 30 dd 0

1 1 1 1 LWDC  30 dd 0

1 1 1 1 FAI 0

12 23 51 51 NEAR MISSES 20

35 143 337 523 UNSAFE CONDITIONS 201

41 154 525 1724 UNSAFE ACTS 661

19 Months without LWDC (Lost Work Day Cases)

168
 Customer service (CS)
* Customers are fully satisfied with the products they bought in terms of Q
(quality), C (cost) and D (delivery).

Every time best quality

No picking errors
No damages No claims
No incomplete loadings
Delivery every time just in time

* Product availability is 100%.

* No lost orders.
* The stock level is ca. one week.
* All elements of the supply chain in terms of waste and losses have been
eliminated.

169
 170
WCM - Logistic & Customer Service 170
 Cost reduction
* Whatever improvements have been made, there is a philosophy to
continuously seek for opportunities to reduce cost and increase productivity.
For this purpose, 30% of the cost is regarded as waste and losses, and
efforts are continuously made to try to identify such (probably hidden) waste
and losses.

* External losses and impact on plant are clearly identified (e.g. supply chain)
and improvement programmes developed and implemented.
* New opportunities for cost savings continuously identified. Each time
waste or losses are reduced, the lessons learned are horizontally expanded
to other areas.
* Financial risk deployment is used to sustain what has been achieved.
* Fully computerized cost controlled and managed state.

171
5 Years Consistent Cost Deployment – 2007 to 2011

2007 2008 2009 2010 2011

60
WCM Saving 2007 - 2011
55

49.91 -30,1%
50
4.21 Production Cost
Reduction in 5 Years
45
3.7 (based on 2009 volumes)
Mln €

40 2.97
3.12
34.9
35 1.01

30

2011/12/31
2006/12/31

Saving 2007

Saving 2008

Saving 2009

Saving 2010

Saving 2011
172
Organization Method

Remarks Features
5 Years Consistent Cost Deployment – 2007 to 2011

2007 2008 2009 2010 2011

% WCM Saving vs Overall Saving

100%

95%
100% 100%
WCM / Overall Saving

90%

85%
90%
80%
82%
75%

70%

65%

60%

55%
60%
50%

2011
2007

2008

2009

2010
173
Focused improvement (FI)
* There is a system to continuously increase the in-house knowledge to
reduce or eliminate all possible (and probably hidden ) waste and losses.
* Involvement of everybody in Focused Improvement with many, many
kaizens (improvements).
* Continuous searching for opportunities to improve Q, C and D using
more and more sophisticated methods and tools.
* The various methods/tools of intermediate and advanced levels such as
PPA (Processing Point Analysis) and DOE (Design of Experiment) are
utilized to attack and solve difficult problems which have been left
unattended. The lessons learned are horizontally expanded to others.
From inductive to deductive approaches.
* Full synchronization between sales and production (shortest lead time).

174
 Evaluation of the Result All Kaizens

30,825 AK+ Approved

€/project by CD
PPA
32
0,98M€
15,254
€/project MK
283

4,317M€
3,777
€/project SK
2,412

9,11M€

1,125
€/project
QK
4,295

4,83M€

175
Autonomous maintenance (AM)
* No breakdowns and no defects due to lack of basic conditions.
* Operators take care of their equipment autonomously and are
responsible for daily production, being helped by professional
maintenance and quality control people.
* Production is made based on the given schedule without having
problems.
* About absenteeism,
3 x 3 x 3 (2% absenteeism rate)
6 x 6 x 6 (4% absenteeism rate)
* Operators of the most competent level can be involved in early
equipment management and early product management.

176
 COUNTERMEASURES AGAINST SOURCES

DIRT SOURCE STEP 2

MODEL MACHINE - CHAMFERING MACHINING
3ND IMPROVEMENT

BEFORE AFTER

CHIPS NEW COVER TO TAKE THE

CHIPS THROUGH THE CHIPS
LOADING SYSTEM
177
 COUNTERMEASURES AGAINST SOURCES

DIRT SOURCE STEP 2

MODEL MACHINE - CHAMFERING MACHINING

100
90 CLEANING
HOURS / MOUTH

80 TIME
47,0
70 REDUCTION
60 -100%
50
20,4
40
30
10,3
20 0,0

10
0 INITIAL 1ST 2ST 3ST
CONDITION IMPROVEMENT IMPROVEMENT IMPROVEMENT
178
GENERAL INSPECTION

MODEL MACHINE - CHAMFERING MACHINING STEP 5

OEE RESULTS

STEP 1 - 3 STEP 4 STEP 5

AM FI
STEP 1-3 QK-SK
%
100,0 0,8
1,5 0,5
5,7
95,0
1,3
90,0
95,9%
85,0

80,0

75,0
2007 Step 1 Step 2 Step 3 Step 4 Step 5 179
 Professional maintenance (PM)
* Well established professional maintenance system ( BM + TBM + CBM).
Almost no breakdowns
reliability 99.9%
MTBF = 10,000 Hrs
MTTR = 40 – 60 Ms
* Integrated CMMS for stores, work orders, equipment history, PM
tasking and reporting.
* Feedback to EEM.
* Spare parts standardization.
* Involvement of PM people at the design stage of equipment.
BM : Breakdown Maintenance TBM : Time Based Maintenance
CBM : Condition Based Maintenance MTBF : Mean Time Between Failures
MTTR : Mean Time To Repair CMMS : Computerized Maintenance Management System 180
EEM : Early Equipment Management
Step 5 Results: Fritz Werner 1 model machine

300
Losses in K€ Maintenance Cost Cost + Losses
269,7

247,7
250 263,2

235
197,4
200

165,6
K€ x 1000

178,7

150 136
127,4

108,8
95 95,7
100

63,3
53,1 52
47
43 39,4
50 36,7 33
53,1 52 27
45,5 48,7 22
12,7 43 39,4
6,5 36,7 33
29,6 32,4 27
0 0 0 0 0 0 22
18,7 0 0
0
. . . . . . . . . . . . . . .

STEP 1 STEP 2 STEP 3 STEP 4 STEP 5

181
Quality control (QC)
* The process is well stabilized and under full process control.
- Scrap rate is less than 0.1%
- FTQ (First Time Quality) is greater than 99.9%
- Quality control defect rate : ppm order
* Well established conditions for zero defects.
* For major quality factors, control charts are used to control quality not
by results but by causes.
* “Quality Assurance” From reactive QA matrix to proactive QA matrix via
preventive QA matrix.
Feedback to EPM (Early Product Management) and EEM (Early
Equipment Management)
* Involvement of QC people at the design stage of the new product and
the new equipment.
182
 Transmission - KPI Results
2009 TARGET Introduction
KPI 2007 2008 Last Audit
(Actual) 2009 Results
GRAVITY
QC Evolution
Warranty
3,1 2,6 1,5 OK 2,1 QA Matrix status
(IPTV)
4M analysis
KAI/KPI
Pulls (ppm) 22 9 0 OK 0
C635 Target
Quality
Assurance
Assy (ppm) 0 0 0 OK 0 QC of incoming
material

FTQ (%) 97,7 99 99,3 OK 99,3

5 50
100
FTQ
99,3
Warranty Pulls
4,5 45 99,5
99
4 40 99

3,5 35 98,5
3,1
3 30 98
97,7
2,6
IPTV PPM 25
2,5 % 97,5
3 MIS 22
2 20 97
1,5
1,5 15 96,5

10
9 96
1

0,5 5 95,5
0
0 0 95
2007 2008 2009 2007 2008 2009 2007 2008 2009
(Actual) (Actual) (Actual)

50

45

40
Assy
35

30

PPM
25

20

15
6 years
10

0
0 0 0
183
2007 2008 2009
(Actual)
Early equipment management (EEM)

* There is a good EEM system based on well established front

loading concept to guarantee Quality, Cost and Delivery.
* To assure quality by equipment, the five questions for zero
defect are carefully checked.
* Ease of operation and maintenance. Ease of inspection.
Visual management is fully applied.
* The EEM system proves shorter lead times and less
equipment costs and running costs.
* Each time any major investment is made, the EEM system is
refined.

184
EEM - KAI RESULTS
700 C635 - Problems found
600 for each step [ n° ]
500
Introduction
400 C635 intro
300 C 635: steps
Verrone Projects: % of Results
200
problems found for each step
100
[ n° ]
0
Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7

C635 1st
project 3rd project
project 2nd
50% project
4th
45% project
40%
35%
30%
25%
Progressive
20%
movement
15% of peak to
10% early steps
5%
0%
0 1 2 3 4 5 6 7 8

185
People development (PD)

* There is a systematic education and training programme to create

competent human resources at every level such that the company
can be continuously developed into a World Class one.
* Refined and optimized roles, exceptional knowledge and skills.
* Business leaders are knowledged and skilled in harvesting and
channeling creative thought processes to generate strategy that
leads to “cutting edge” business dominance.
* Success events recognize and promote continued generation of
new innovative ideas.
* Ever-learning organization and continuous assessment to ensure
prosperity for the company and for oneself.

186
DEVELOPMENT and CLASSIFICATION of
SPECIALISTS
Assembly Production Specialist
BASIC LEVEL INTERMEDIATE LEVEL ADVANCED LEVEL

% 26 % 64 % 10
Basic Level Int. Md. Level Adv. Level
Prod. Spe. Prod. Spe. Prod. Spe.

187
Environment
* There exist well established systems for environmental load
reduction, operating system, environment risk reduction and
they are all actively working well.
* Zero major environmental and site risk in the last five years.
* There is a philosophy to continuously seek for opportunities for
better environment.
* Environmental and site risk training include proactive training
on forthcoming issues.
* Fully implemented environmental management.

188
 Measures against sources of pollution
10 technical pillars
Work Team
Emission (Polveri totali) WCM methodology
Step 2 Underground
Water water (Hydrocarbons
discharged (Chemical total)
oxygen demand - and indicators
Verrone’s
12 C.O.D.) environmental DNA
10 Indicators
400
10 350 VAIA
ASPETTO PARAMETR LAW WARNIN ACTUAL % OK/ methodology
350
O8
200
LIMIT G LIMITS KO Environmental
mg/m3

5 Alarm Pyramid
Polveri
300 10 mg/m3160 5 mg/m3threshold
Emissioni in totali n° 25 impianti < 1 mg/m3 -90% Training and audit
6
atmosfera 250 n° 33 impianti > 1 <2 -80% Environmental
150 120 Alarm
mg/m3threshold Cost Deployment
4
microgrammi/litro

200 EMS
Scarichi Chemical mg/l 160 100 Alarm
mg/l 120 mg/l - 90
1threshold
< 30 % -81% Proactivity
idrici oxigen 2
150 Green
100
demand mg/l 5 mg/l 4 mg/l < 0,5 -90%
Procurement
0
mg/l

100
Hidrocarbons - -98%
99 % Benchmark
mg/l
Legal 20
Limit mg/l 15 mg/l <
Actual 0,5 << 30
10 - 81 % Mid-Long time
Oils 5050 mg/l 2 mg/l 1 mg/l < 0,2 -91% activities
Ferro 0 mg/l 0,5 mg/l 0,3 mg/l < 0,04 -92%
Biodiversity

Zinco
Legal Limit Actual
0

Acqua di Hidrocarbons μg/l 350 μg/l 100 N° 8 piezzometri

Legal Limit Actual
falda total μg/l < 10 -99%

Rumore diurno 70 diurno 65 N° 6 rilievi -30%

esterno Livello dB dB Valore max 49,0 -27%
sonoro Valore max 43,9
nott. 60 nott. 55
dB dB
Rifiuti Restituzione 90 giorni 70 giorni Entro 30 giorni 93% 189
4^ copia Entro 60 giorni 7%
formulario
7.4 WCM
Vision :

To be the WC leader in business in Q, C and D

* Fundamental quality improvement by process control

for improving CSI substantially
* Cost competitiveness based on elaborate cost
deployment
* Short lead time to serve customers better than
competitors

Leading position in the market place

and securing a higher profit
190
7.5 Policy and strategy :
(1) Follow WCM way
--- from a fire fighting approach to a systematic step
by step improvement approach
WCM Way

1. Identify What problems need to be addressed

2. Detect Where they are
3. Prioritize them based on cost deployment
4. Analyze them and choose Right methods
5. Estimate How much they cost to be solved
6. Implement solutions with rigor
7. Evaluate the achieved results against the
original objective

191
 (2) Development of improvement activities of Q, C
and D and their implementation of action plans and
programs based on the detail and SMART* data
analysis to get the maximum benefits with
minimum efforts because we have only limited
resources.
(3) Constant follow up of results by management to
achieve set targets and to sustain what have been
achieved.

* SMART S : Specific M : Measurable A : Attainable

R : Results-focused T : Timely

192
7.6 Objective and Targets
1st level (Bronze level) : Establish the basic conditions for
competitive manufacturing.
*Achievement of a considerable amount of cost reduction
*Approaches are still reactive, but creating knowhow of how to prevent the
recurrence of the major waste and losses identified by cost deployment
2nd level (Silver level) : Achieve a substantial gains in Q, C and D
in manufacturing competence.
*Achievement of a substantial amount of cost reduction
*Approaches are more preventive and horizontal expansion of the created
knowhow to the entire factory has been carried out
*Continuous searching of new waste and losses and
creation of knowhow to attack them
3rd level (Gold level) : Be the WC leader in Q, C and D in business.
*Achievement of an outstanding amount of cost reduction
*Approaches are proactive and able to sustain the results. Continuous
searching of new sophisticated knowhow from preventive approach to
proactive approach
193
*World-class in Q, C and D
• Plant Audit Score Guide

– Covers 10 Activity Pillars and 10 Management Issues

– Evaluates each from 0 to 5
[0] No action
[1] Reactive approach
[2] Preventive : model areas
[3] Preventive : expansion to the whole factory covering all
the important areas
[4] Proactive : model areas
[5] Proactive : expansion to the whole factory covering all the
important areas
– 5 is World Class
– First WCM Award level is 50(Bronze) : takes 1, 2 years
– Over 80 is World Class Standard
194
7.7 Seven Steps towards WCM Leading to the
Achievement of World Class Performance Levels
• The achievement of world class status is not a quick process. It
integrates many of the tools and techniques such as Total Quality Control
and Total productive Maintenance and others in a way that allows workers,
managers and companies to build upon their expertise and experience.
• Some people ask “Why not jump in at the top level tools and techniques?
Would you not become world class right away?
• People need to know about, understand and gain experience in using the
basic and intermediate tools before they can be expected to be able to use
the sophisticated ones properly.
eg. high school, university and graduate school

195
 Seven Steps toward WCM

Step 7 : Fully autonomated plant (TQM)

World class in Q,C,D,H PD

Step 6 : Synchronization between (JIT)

sales and production CS
Step 5 : Rationalization in logistics
(TIE)
and manning FI

6 – 9 years
Step 4 : Performance FI (TQC)
Cost deployment

Step 3 : Quality and yields QC

4 – 6 years
(TQC)
FI
EEM/EPM

Step 2 : Reliability and availability AM

3 – 4 years
PM (TPM)

Step 1 : Safety 7 steps

Safety and environment SMAT audit (5S)
Environment 7 steps

196
Step 1 deals with safety and environment.
These are fundamental issues for a manufacturing company to
be responsible for the safety of the people who work there and
for being a respectable existence for the community surrounding
it.

Step 2 relates to reliability and availability.

These require to develop the skills, capabilities and experience of
operators under the heading of “Autonomous Maintenance” and
to involve the maintenance crew in doing work to ensure that
plant and equipment do not break down during required
production periods. The maintenance crew need to develop a
deep understanding of the plant and equipment under their care.

This process needs to be carefully managed to balance the cost-

benefit relationship between maintenance costs and delivered
performance improvements.
197
Step 3 seeks to build on the quality and the yields being
achieved from processes.
The focus is on building –in quality at the process, and maximizing
yields, looking for ways to minimize waste and losses by the use
of the tools of quality and especially Total Quality Control.

Step 4 brings the full focus on to performance.

By this time the company and its people understand their
operations and processes in a very deep way.

Planned daily production output must be achieved and plant

performance is at its highest level.

Achievements being made at steps 1, 2 and 3 enable the

improvements at Step 4.
198
Step 5 moves towards the use of the tools and
techniques of Total Industrial Engineering.
The focus is on rationalization in both the areas of logistics and
manning levels. Efforts are made to reduce the logistics burden
both internally and externally. Step 5 is also meant to introduce
LCA and labour saving devices.

Step 6 looks at completing synchronization between the

sales and manufacturing areas.
Efforts are made to look at the full supply chain and to identify
and remove waste and losses throughout the system.
Companies focus their attention on the advanced use of Just in
Time techniques, using their responsiveness to meet market
needs rather than relying on large inventories of either finished
goods or raw materials.

It is important to realize that Step 6 looks at waste along the full

supply chain. This chain stretches from the raw material
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suppliers right through to the consumer.
Step 7 is the point where businesses are fully aligned
with market requirements.
Automated and autonomated plants and machines are
producing at world class levels in terms of both internal
and delivered Quality, where product, warranty and full
life Costs are at the highest levels, where Deliveries
are made as and when the customers require, each
and every time and where the workforce can operate in
a safe and healthy environment.

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Final remarks
* In a world class company, there are a few positive
differences in many aspects from other companies.
* There is no short cut to become a world class one.
* The essence of success is to do right things thoroughly.
* We should not make wrong efforts but right efforts to
become a world class one.
* To apply WCM gives a way to become a world class one.
For this we must create competent leaders.
* It is a matter of time.
* Whether it is possible to have long term commitment of
the top management, that is the question.
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