Scientific Research and Essays Vol. 7(50), pp.

4230 -4241, 24 December, 2012

Available online at http://www.academicjournals.org/SRE
DOI: 10.5897/SRE11.368
ISSN 1992-2248 ©2012 Academic Journals

Full Length Research Paper

Development of world class manufacturing framework

by using six-sigma, total productive maintenance and
lean
Mohammad Amin Okhovat1, Mohd Khairol Anuar Mohd Ariffin1*, Taravatsadat Nehzati2 and
Seyed Ali Hosseini1
1
Department of Mechanical and Manufacturing Engineering, University Putra Malaysia (UPM), 43400 Selangor,
Malaysia.
2
Department of Production and Quality Engineering, Norwegian University of Science and Technology, S.P Andersens
Veg 5, N-7491 Trondheim, Norway.
Accepted 20 June, 2012

The purpose of this study is to develop a new framework to provide guidance and support for those
companies who aim to reach world-class standards both in maintenance and manufacturing processes
through continual improvement. Based on this study, a strategic framework was developed through
conceptual integration of three popular process improvement strategies, which are six-sigma, total
productive maintenance and lean. An attempt was made to analyze and address some major limitations
of existing frameworks to pave the way of achieving manufacturing excellence. The result of this study
showed that achieving world-class level is a moving target and the quest for reaching to such status is
not a destination, but an ongoing journey that creates more and more improvement opportunities over
time.

Key words: Manufacturing, six-sigma, lean, total productive maintenance, world-class, framework.

INTRODUCTION

It goes without saying that, becoming a world-class systems, demonstrated that the WCMS is the best
manufacturing (WCM) company is a common industrial alternative for implementation and to achieve or maintain
goal. Many companies are trying to adopt this philosophy competitive advantages. A review of the literature shows
in their production process to be the best in the world that there is no universally recognized definition of WCM
within their particular sector of industry. Kodali et al. and different researchers have different views about
(2004), by performing a comprehensive performance WCM as the best manufacturing practice varies from
value analysis on WCM and other advanced organization to organization. The problem which is
manufacturing system such as job shop (JS), transfer line common in attempts of defining the concept of world
(TL) and computer integrated manufacturing (CIM) class manufacturing is how to interpret the measures
within the operating context of the firm (Harrison, 1998).
However, the description of WCM by Sinha and Sinha
(2007) can be a clue for understanding the scope of
*Corresponding author. E-mail: [email protected]. Tel: WCM concept. They stated that the term WCM is applied
(+60)389-464-380. Fax: (+60)386-567-122 for organizations that achieved a global competitive
advantage through the use of their manufacturing
Abbreviations: CIM, Computer integrated manufacturing;
DMAIC, define, measure, analyze, improve, and control; JIT,
capabilities. This improved competitiveness in the
Just-in-time; ME, manufacturing excellence; PDCA, plan-do- broadest sense is referred to as manufacturing
check-act; SME, small-to-medium-sized enterprise; TPM, total excellence and is deemed to be demonstrated by
productive maintenance; WCM, world class manufacturing. simultaneous improvements in manufacturing
 Okhovat et al. 4231

performance as well as business performance through REVIEW OF EXISTING FRAMEWORKS

indicators, such as productivity, cost reduction and
market share. If the firm continues to excel in Embarking on a journey towards WCM without precise
manufacturing, it may dominate world markets, in which roadmap is very risky. According to Sharma and Kodali
case it would be called a world class manufacturer. (2008, p. 51), lack of “practical and detailed model to
Coping with the ever-changing conditions of today’s follow is an issue of concern to those interested in the
markets have led to significant emphasize on production pursuit of excellence within manufacturing." So far, many
flexibility. In this regard, traditional manufacturing researchers have realized the importance of this issue
practices have been replaced with highly automated and developed frameworks to assist organizations in the
processes and also application of Lean and just-in-time way of reaching to their manufacturing performance
(JIT) production strategies have led to minimum inventory objectives. However, most of the early models could not
buffers. In such environment, reaching to superior be used due to narrow elements' consideration.
performance in manufacturing requires near 100 percent Gradually, the WCM models were improved by covering
uptime. On the other hand, without excessive inventory more detailed conditions but yet could address only the
buffers, unscheduled equipment downtime usually costs issues pertaining to individual industry.
10 to 20 times what the same equipment downtime costs Schonberger (1986) is known as one of the pioneers in
in old traditional batch processing or functional devising WCM models. His model is the first integration
departments (Cooper, 2004). This is due to the fact that of tools to achieve the overall performance. However,
each equipment failure could results directly and according to Nachiappan et al. (2009), implementation of
immediately in lost sale opportunity, failed shipping JIT at the beginning stage of the model, un-clarified
schedules and customer dissatisfaction. Hence, it is method and sequence of implementation can cause
becoming increasingly difficult to ignore the role of failure in many industries. Schonberger (1996) also
maintenance on the way of manufacturing excellence. In introduced 16 principles known as “customer-focused-
fact, reaching to world-class performance in maintenance principles” or “principles-based management” that firms
is an important prerequisite for WCM since there is a can use as WCM achievement criteria. For each of the 16
direct relationship between these two that without one, principles, there is a five-point scale, with 5 being the
reaching to second would face serious problems. highest level of attainment. Any firm that scores more
So far, most studies in the field of world-class have only than 67 points is thought to be in the stage of maturity.
focused on manufacturing, and researchers have not Although, it is argued by Muda and Hendry (2002) that
treated “world-class” concept in maintenance in much scoring systems such as that suggested by Schonberger
detail. Mostly each of them has studied predominantly as (1996) can lead to misleading results if some of the
independent methods based on specific situations in underlying assumptions do not apply to particular types of
application. Hence, this paper aims to examine the company. Gunn (1987) presented another simple model
integration of three popular process improvement that relies on three pillars: computer integrated
strategies, which are lean, six-Sigma and TPM manufacturing (CIM), total quality control (TQC) and JIT
methodologies – for the plants which have the potential production methods. He believed that these are three
and/or capability for applying these strategies- as a fundamental approaches in modern manufacturing, which
coherent approach to reach world-class standards in may enable an organization to gain competitive
maintenance as a crucial prerequisite toward a “well- advantage when all three addressed at once.
performing” plant and achieving the ultimate goal of WCM Farsijani and Carruthers (1996) also developed a
through a conceptual model for their successful model which shows the growth of techniques and factors
integration. associated with the concept of WCM. This model is
The remainder of this paper is organized as follows: actually an upgraded toolbox from 1980 onwards, with
first, a review of the literature in relation to integration of respect to the industrial environment and organizational
three key tools which constitute the WCM structure is requirement. However, using the model of Farsijani and
presented, and their synergistic effects are examined. Carruthers (1996) had some limitations, since the model
Secondly, an overview about current WCM models to lacks distinct structure and classification for its
achieve a better understanding of existing frameworks techniques. So, excessive number of tools is adding
was provided. In addition, the design and development of burden to the executives and employees of the
an integrated Lean Sigma Productive Maintenance organization (Nachiappan et al., 2009). Moreover, the
(LSPM) model was chronicled. Also, the evaluation of the work of Sharma and Kodali (2008) is one of the most
model for its effectiveness through comparative analysis comprehensive researches to provide a framework for
of benefits, strengths and limitations of the new model WCM. They stated manufacturing excellence (ME) as a
compared with current similar models were presented. “logical extension” of WCM and conducted a comparative
Finally, the application of the new framework and the analysis of existing frameworks of ME/WCM, in order to
main conclusions of this study, as well as some possible address all issues that are necessary for establishing a
opportunities for further research were suggested. process which could determine the extent of applying
4232 Sci. Res. Essays

management principles and resources and also key industry; being intelligible for everyone who is involved in
initiatives for organizations to be world class. A total of 23 the process and increasing overall efficiency of technical
frameworks and around 252 unique elements of WCM systems. The model will be evaluated subsequently for its
were participated in their analysis. Based on the effectiveness, through verification of benefits and
comparison, it was found that only a few of the strengths of the new model compared with current similar
frameworks are similar and in the majority of the models.
frameworks, the naming and number of elements differ
significantly. So they classified the 12 pivotal elements as
pillars of WCM based on the frequency of participation in MODEL STRATEGIES
different frameworks and the rest as sub-elements which
were grouped under various pillars. Integration of six-sigma and lean
However, it is argued by Nachiappan et al. (2009) that
WCM models which are proposed by different authors Both lean and six-sigma are two recognized business
have followed the trial-and-error approach, and they just process improvement strategies which are adopted by
cover need-based requirements. They also added that many organizations for achieving superior performance in
lack of clear consensus and systematic reason or quality, cost and time of manufacturing operations
background in the process of selection of tools to form (Thomas et al., 2008; Kumar et al., 2006). But lean and
WCM models, has resulted in an inconsistency between six-sigma approaches have often been used in
different tools and techniques, and increased the chance separation or sequential manner (Smith, 2003), which
of unavailing implementation in various conditions. causes establishing two different ways to reaching one
Therefore, in order to minimize the number of tools which goal that results in a conflict of interest and consuming
constitute WCM model and yet maximize the resources ineffectively or excessively (Bendell, 2006). In
effectiveness of their combination, a statistical survey addition, over the last decades, many organizations have
was conducted in a leading multinational automotive deployed either six-sigma or lean and tried to renovate
company in India on 10 most recognized WCM tools. The their operating and supporting systems based on these
results showed that the combination of total productive strategies. After achieving initial rapid growth in market
maintenance (TPM), six-sigma and lean manufacturing share and competitive advantages, gradually the velocity
gain more than 40 percent weight in addressing of this growth has reached to a point of diminishing return
manufacturing system requirement for achieving world- in such a way that further improvements are not readily
class status. They also concluded that each of these generated. Hence, these organizations have faced with
three tools individually has more contributions in basic the necessity of finding another source of competitive
components of manufacturing systems (man, machine, advantage (Arnheiter and Maleyeff, 2005). Therefore,
method, material and operating environment) in once the apparent benefits of lean and six-sigma were
comparison with the remaining seven WCM tools. brought to the attention of the business world, lean and
According to Ross (1991), in order to achieve the world- six-sigma practitioners integrated the two strategies into a
class status, the number of tools and elements employed more powerful and effective hybrid, overcoming the
in the organization must be minimum in number and limitations and retaining most of the strengths of each
maximum in effect. Hence, it can be concluded that the strategy. The phrase “Lean Six-Sigma” is used to
model developed by Nachiappan et al. (2009) is the most describe the integration of lean and six-sigma
effective one; so it was taken as a starting point in philosophies (Sheridan, 2000). There is little literature
developing a new framework based on the concepts of available on the integration of these concepts when
TPM, six-sigma and lean. In this report, the synergistic looking for a “common model, theoretical compatibility or
effects of these methodologies were investigated. mutual content or method” (Bendell, 2006).
From the literature survey, it is inferred that direct Wheat et al. (2003) stated that both lean and six-sigma
application of current WCM models may be faced with have some similarities in their ultimate goal, which help
some major limitations, which are summarized in Table 1. six-sigma to have a complementary role for Lean
The limitations may be caused by pillars of a framework, philosophy in such a way that provides tools and
or type of industry for which the framework is designed. procedures to overcome specific problems along Lean
In other words, the applied strategies of each framework journey. Pepper and Spedding (2010) mentioned that
could influence the performance and universality of the using either one of them alone has limitations; while Six-
WCM model. Consequently, the focal point of this study Sigma will eliminate defects, it will not address the
is to develop a new framework to rectify the deficiencies question of how to optimize process flow. Furthermore,
of previous studies. This model is supposed to have six-sigma in itself does not consider the needs of
some critical features such as being easy to apply; being customers and can be said that it has been potential to
able to restrict implementation costs based on unique lose sight of the customer if not implemented along lean
circumstances of a company in terms of size, skill and principles. On the other hand, lean principles exclude the
critical requirements of being a “world class” in respective advanced statistical tools often required to achieve the
 Okhovat et al. 4233

Table 1. Shortcomings of existing WCM frameworks.

Limitations
Unspecified Failed to bring production Lack of Lack of aligning Lack of systematic
Number of No/Ineffective sequence and maintenance together Lack of integrating Involving for WCM and reason or
Authors Complexity in
elements performance and/or method as equal partners under proper with excessive providing background for
understanding
measures of the umbrella of structure supportive block stones inadequate selecting the tools
implementation manufacturing excellence tools infrastructures (enablers)
Schonberger (1986) 16 * * * * * *
Gunn (1987) 9 * * * * * * *
Farsijani and Carruthers (1996) 28 * * * * * *
Sharma and Kodali (2008) 12 * * *
Nachiappan et al. (2009) 12 * *
Schultz (2006) 19 * *
Sharma (2005) 7 * * *
Basu and Wright (1996) 6 * * * *
Jetley and Catalano (1999) 6 * * * *
Gilgeous and Gilgeous (1999) 8 * *
Ng and Hung (2001) 7 * *
Kasul and Motwani (1994) 8 * *

process capabilities needed to be truly 'Lean'. applicable. Kumar et al. (2006) have also reliability, has adopted different approaches from
However, Arnheiter and Maleyeff, (2005) argued presented a case study undertaken by time-based maintenance (PM) and condition
that a crucial aspect of integrating these two implementing a lean sigma framework into an monitoring methods to the recent maintenance
continuous improvement approaches is retaining Indian small- to medium-sized enterprise (SME) in approaches that focus more on application of risk
equilibrium between them. The balance lies in order to reduce the defects which occur in the measuring methods in maintenance such as risk
creating sufficient value from the customer’s final product manufactured by the company and based inspection (RBI), periodic maintenance
viewpoint so that market share is maintained, thus satisfy their customers. They suggested that optimization (PMO), and reliability centered
while at the same time reducing variation to within SME environment, while lean organizes maintenance (RCM) (Eti et al. 2004). By deep
acceptable levels so as to lower costs incurred, and simplifies the processes, tries to eliminate pondering upon these methods, it can be seen
without over-engineering the processes. wastes, reduces overall complexity and helps to that all of them are based on subjective estimation
Smith (2003) also represented some of the clarify value-added activities, six-sigma can solve of risk and prioritization via specific models and
successful case studies in lean six-sigma complex cross functional problems where the root charts like failure mode effect analysis (FMEA)
application that the beneficiaries have causes of a problem (in this case, crack charts. However, FMEA charts with heavily relying
experienced significant results from a combined propagation) is unknown and help to reduce on RPN methodology for ranking and assessing
approach to improvement. However, the main undesirable variations in processes. the risk of potential failure modes, have many
point in these case studies is that almost in all defects that gradually are fading from the field of
satisfactory experiences, one of the techniques maintenance. According to Bowles (2004),
became predominant over the other, on the way Integration of six-sigma and maintenance although RPN technique is simple, easy to
of improvement. Moreover, there is no specific understand, straight forward to use and well
framework for answering the questions of where Generally, organizations in order to minimize documented from the management viewpoint, but
and in what situation each tool or technique is production losses and also to improve equipment from the technical perspective, it is seriously
4234 Sci. Res. Essays

the scales, sensitivity to small changes, duplication of of the two approaches can develop both operational
RPN numbers and problems with comparing different efficiency and organizational effectiveness. Hence, it can
RPNs. Bowles (2004) also argued that because of these be concluded that each of six-sigma, lean and TPM has a
deficiencies, the results of this technique are not only significant synergistic effect on the others and when
meaningless but are, in fact, misleading. So it is highly integrated in one framework, can be substantially
recommended to drop this approach and different effective in addressing all types of process problems and
prioritization technique being used. necessary factors to achieve world-class status in both
Deploying the concept of Six-Sigma into equipment manufacturing and maintenance.
reliability/ maintenance applications has emerged lately,
since this methodology has traditionally been limited to
manufacturing and administrative processes (Al-Mishari DEVELOPING A NEW WCM FRAMEWORK
and Suliman, 2008). Six-Sigma is considered as a strong Ensuring the availability and reliability of the equipment at
alternative approach that mainly focuses on statistical the time of requirement, plays the most fundamental role
deduction rather than subjective judgment. Hence, many in reaching to outstanding performance in manufacturing.
researches have been done to show the successful So the journey towards excellence in manufacturing
intervention of Six-Sigma in manufacturing, service sector should be started from striving for reaching to world class
(e.g. healthcare) and also for reliability applications maintenance. The term of world class when comes to
(Revere, 2000). By comparing the six-sigma approach maintenance, means the best model to reach the six-
with existing methods such as reliability centered sigma level in maintenance operations (Milosavljević and
maintenance (RCM), it can be seen that unlike risk- Rall, 2005). Initially, it is necessary to consider
centered methods, which focus on judgment, and unlike company’s mission statement as a foundation stone, and
reliability/statistical analysis, which relies heavily on translating the mission and vision into a set of objectives
numerical data, six-sigma provides an integral mix of both and performance measures that can be quantified and
valuable resources of information (Al-Mishari and appraised by using balanced scorecard methodology as
Suliman, 2008). Overall, the review of recent works a strategic management tool.
shows that six-sigma is appropriate to be used in
maintenance management concept considering different
aspects such as, statistical evaluation. Contribution of TPM and SIX-SIGMA

Application of TPM concept in the process of reaching to

Integration of TPM and lean world class maintenance is inevitable. Besides, the
integration of six-sigma concept with TPM in the model is
presented by using PDCA driven cycle called, DMAIC
Both lean and TPM had evolved in parallel from their
process of performances improvement. Six-Sigma forms
early concepts and are coming together towards a
the basic foundation for the TPM strategy and make it
common goal that is specifying areas of hidden wastes
easier to understand by shop floor operators who are the
(that is - any human activity, which absorbs resources but
most important enablers of successful TPM
creates no value). Moreover, both are approaches that
implementation. Within phases of DMAIC, various
spanned all over the company and cover a wide
problems and circumstances of the maintenance
spectrum of techniques. They have both achieved
department are defined, the performance of the process
significant results by delivering practical solutions to
is measured, the most important causes of defects are
different business issues. Although the origin of them is
analyzed, improvement or corrective actions are taken
different, having progress in each of them depends on
and the improvements are maintained by continuous
clarifying wasteful behaviors and practices (McCarthy
controlling. Moreover, the iterative process of DMAIC is
and Rich, 2004). TPM acts as a bridge between lean
used as the main operational approach for the
thinking and maintenance to improve efficiency and
implementation of this model in order to have permanent
reduce wastes. This approach provides a synergistic
improvement of maintenance activities and ideally
relationship among all the company’s functions, but
reaching to Six-Sigma process performances.
particularly between production and maintenance.
Furthermore, many six-sigma, lean and quality advanced
Ferrari et al. (2002) have emphasized upon lean and
supportive tools are used in the improvement process, to
TPM as two methodologies that can work together to
enhance the performance of both manufacturing and
provide a holistic approach to continuous improvement.
maintenance operations.
While lean thinking tools improve the design efficiency of
transformation processes that provide greater customer
value with less effort (Womack and Jones, 1996), TPM Adding lean concept to the scenario
tools enhance the effectiveness of this transformation
process by improving capacity, increasing control and Integration of TPM and Six-Sigma, which result in fewer
repeatability (Willmott and McCarthy, 2000). So synergy variations in a process and reaching to process stability,
 Okhovat et al. 4235

directly influences the effectiveness of lean Lean tools

implementation in eliminating wastes and reducing the
amount of raw, WIP and finished goods inventories. Due In addition, application of five lean manufacturing tools
to these complementary interactions, the proposed model which are embedded in the model has great compatibility
is focused also on applying lean tools to maintenance as with maintenance operations as well. Hence, they can
an effective way to promote these synergies, which optimize both maintenance and manufacturing processes
achieved by integrating Lean manufacturing and simultaneously (Table 2). In general, these tools can be
maintenance together. To this end, the concepts of lean, naturally fitted to every practice within an organization
maintenance and reliability improvement was addressed that wants to promote to Leanness. These tools include
simultaneously, in order to maximize the asset visual control, 5S, seven wastes, Single Minute
performance as the financial value generated by Exchange of Dies (SMED) and Poka-Yoke (mistake-
organization’s facilities. Simply put, three factors are used proofing).
to optimize the asset performance and equipment
effectiveness in the model as a further step towards world
class maintenance: process stabilization, reduction of FROM MAINTENANCE EXCELLENCE TO WCM
inventory buffers and application of Lean manufacturing
tools in a maintenance process. Reaching to world class maintenance by integration of
TPM, six-sigma and lean tools and techniques,
predispose the development of world class manufacturing
Process stability as ultimate objective. All too often, many advanced
manufacturing technologies and techniques are deployed
Unpredictable processes and/or high degree of downtime before deep analysis of the needs of the company owing
variance usually lead to inconsistency between cycle to evolving prevalent misconception which for achieving
times of production units and time taken (that is – the world class standards, application of advanced
maximum time per unit allowed to produce a product in technologies or high degree of automation are inevitable.
order to meet demand). This situation usually disturbs the However, without clear understanding of problems and
balance of buffers, increases the waiting times between barriers on the way of ultimate goals and also without
each stage of the process and most importantly, raises clarifying the potential gap between current and desired
the need of investing on capital assets in order to cope future state of the company, superficial adaption of
with peak capacity requirements. Hence, by stabilizing of technological solutions may result in poor return of
production process, an organization can benefit from investment and other unfavorable results. Moreover, the
shorter cycle time, smaller buffers and higher equipment process of adaptation must consider the size and skills
effectiveness. available in various levels of the company. Today, many
SMEs are among the top-notched companies, not
because of implementing modern manufacturing facilities
Inventory buffers but due to having skillful employees, unique product
features aimed at satisfying specific market needs, price
So far, inventory buffers have not been considered as a range and flexible business strategies. In this regard, the
maintenance and reliability improvement issue. But it model is extended to include a key strategy that when
must be considered that performing effective applied alongside Value Stream Mapping (VSM), Quality
maintenance practices to enhance the reliability of Function Deployment (QFD) and other value identification
production process can directly influence the amount of methodologies, can help to identify the gap between
raw, WIP and finished inventory buffers (Finigan and current and future state of organization, through
Humphries, 2006). With application of lean tools and measuring performance against world class standards.
techniques in maintenance process three improvement To this end, tools and methodologies of quality, lean and
opportunities will be achieved: (1) The buffers can be six-sigma is applied again in order to develop a pipeline
reduced due to high reliability of production units; (2) With of specific projects that will help to close the identified
a smaller buffer, the WIP parts spend less time in the current and future gap.
buffers and as a result the processing time in each work The main role of lean philosophy in this stage of an
station will be decreased, while in total, this reduction of integrated improvement program is creating the basis
lead time for each customer order, can provide a and a foundation for improvement. In this way, the lean
significant competitive advantage for the organization; (3) concept removes the dust of ambiguities from hidden
Smaller buffers can reduce the probability of producing costs and hidden non value-added activities, helping to
large amounts of defects prior to discovery at the next reveal a realistic view of current state of organization
workstation due to many WIP in a buffer. Therefore, the which allows Six-Sigma to fill the business gaps faster
costs of scrap and rework as two of the major and in a more efficient manner in subsequent steps.
manufacturing overhead costs can be substantially From another point of view, since some of the lean
reduced. improvements occur virtually immediately compared to
4236 Sci. Res. Essays

Table 2. Applications of Lean manufacturing tools in the maintenance process.

Lean manufacturing
Application in the maintenance process
tools
Application of simple and clear visual signals that make the problems, breakdowns, or deviation from
Visual controls
standards visible to everyone

Simplify to eliminate unnecessary items, Scrub to keep work area clean, Straighten to arrange essential
5S things in order for easy access, Stabilize to make cleaning and checking routine and Sustain to make 5S
a daily practice

Over processing; Hidden and obsolete maintenance inventories; Poor planning and scheduling of
Eliminate seven wastes maintenance operations; Reworks due to poor maintenance functions; Waiting for maintenance services;
Excessive maintenance activities; Unnecessary maintenance transportations

SMED Minimizing downtimes for scheduled maintenance

Poka Yoke Preventing accidents, reducing repair times and removing the risk of errors in repairs

entire improvement project, observing the results of Lean actions to close the key gaps. By implementing specified
projects can keep alive the momentum and motivation of actions over time, the whole system ultimately will be
employees to continue. At the first step, lean introduces driven towards the world class state.
VSM as the central tool to develop a current state map Besides simplicity and sequential nature, the feedback-
which gives a holistic yet detailed look at the processes in based nature of the process is particularly important to
the company, which is essentially a snapshot capturing the company. By applying iterative process, management
how things are currently being done. Analytical study of can assess the suitability of potential solutions and any
the current state map can disclose the weaknesses and changes that have made in the process. Moreover, the
strengths in production flow from raw materials and framework deploys seven key performance indicators
information to delivery of target product or service to the (KPI) under quality, cost and delivery (QCD) metrics as
customers. suggested by UK Department of Trade and Industry
Subsequently, the scope and boundaries of (2004). The main reasons for choosing this specific
improvement should be defined by identifying the WCM metrics are high capability in simplifying the complex
criteria for specific industry in which the company with manufacturing process, providing rapid feedback and
specific size and skill is operating. In fact, due to streamlining the process of benchmarking by providing a
substantial increase in advanced manufacturing quantifiable numeric comparison. Table 3 outlines seven
techniques, the only way to control the complexity and key measures and their potential impact on quality, cost
economic feasibility of the model is framing these and delivery. Each of these measures uses simple
advanced tools and techniques based on the needs of mathematical equation to analyze the performance of
the company. Benchmarking of determinant features of manufacturing system and provides results that can be
current position such as business strategy, technology used as the basis of continuous improvement. For
capabilities, workforce skills and market share against detailed description and the procedure of measuring each
other similar world class companies and also metric, see UK Department of Trade and Industry (2004).
investigating what constitutes “world-class” in their fields Similar to any other change program, the role of
of activity, is the most operative approach to facilitate the management support and training is vital. Top
process of tools selection. On the other hand, listening to management must communicate the change and bring
the voice of customers and applying the tools of quality the interest and motivation of being a world-class
function deployment (QFD), can help to prioritize the manufacturer within all employees of organization, by
critical to quality (CTQ) characteristics among WCM showing full commitment, leadership and involvement in
criteria. Once the current position of the company and the process. So management support is taken as all-
also its requirements to become a world class encompassing part within all phases of the model. The
manufacturer have been specified, analyzing the gaps new model of WCM is illustrated in Figure 1 by a clear
between these two such as space gap, information gap, conceptual scheme which gives a clear picture of the new
quality gap and material gap can uncover the key areas approach.
for improvement. At this point, six-sigma starts to play its
role in the scenario by receiving these key improvement
areas as inputs of its focused and project-based FRAMEWORK VERIFICATION
methodology to identify the root causes of the gaps and
also make out required tools, techniques and appropriate Herein, the critical features and supremacy of the new
 Okhovat et al. 4237

Table 3. Key performance measures’ definition and their potential impact on quality, cost and delivery.

QCD
Measure Definition
Quality Cost Delivery
Basic Measure: %
Not right first time/Defects Primary Primary Primary

Basic Measure: % delivered correctly and on time

Delivery schedule achievement Secondary Secondary Primary

Basic Measure: Units per direct operator hour

People productivity Primary

Basic Measure: Number of turns

Stock turns Secondary Primary Primary

Overall equipment Basic Measure: %

Secondary Primary Secondary
effectiveness

Basic measure: $/person

Value added per person Primary

Basic Measure: $ per m2

Floor space utilization Primary

framework in covering the shortcomings of reviewed commitment to the implementation of on-going training
models are verified. A glance on the new WCM model and skills improvement opportunities for employees is
can reveal the possession of clear structure within whole another underlying alignment for WCM, which is
procedures. It starts with current position of the considered in the model. Furthermore, WCM requires a
organization and by performing a series of activities; it new operating culture which is related to elimination of
continually improves towards WCM as ultimate objective. wastes, identification of value-added manufacturing
In many traditional organizations, the success of each activities, reducing costs and commitment to quality.
department is measured independently and integration of These issues are fundamental principles of WCM which
each department with other departments ends where the are attained by placing Lean thinking as a pivotal concept
boundaries of their respective responsibilities meet in preparing both maintenance and manufacturing
(Ross, 1991). Thus they need major alignment and functions to promote to world class standards.
critical infrastructures to become prepared for adoption of Potential benefits of many WCM frameworks cannot be
WCM concept. The new model emphasizes on full achieved due to forcing the users to implement many
integration of all departments of organization, especially tools and techniques in the way of WCM. Excessive and
maintenance and manufacturing departments. Indeed unjustifiable use of tools intensifies the complexity of the
without reaching to excellence in the maintenance model and necessitates consuming most of the resources
process, struggling for WCM will be diminished to failure. of the company such as time, personnel, machines, etc.,
Therefore, adaptation of this culture and values has without considerable progress towards main objectives,
conceptually embedded in the framework. Moreover, which most of the times cause disappointment and
successful application of WCM methodology requires frustration of the executives and employees and made
roles and knowledge which may not be founded in the old them reluctant to continue. Keeping this fact in mind, the
organizations. So the concept of management new framework focuses on the implementation of TPM,
4238 Sci. Res. Essays

World Class Manufacturing

YES (WCM)

Problems Does the Assess seven

performance QCD measures
& other Implement Identify appropriate
consistent with Six-Sigma
performance actions actions to close key gaps
all WCM
standards? elements
As Is circumstances
NO

Define Measure Analysis Improve Control

 Identify problems&  Measure potential  Identify root causes of  Propose ideas for  Maintain
weaknesses of the factors that can affect problems changes& solutions to improvement trend World Class Analyze the gaps to identify
process maintenance process  Confirm problem improve maintenance  Divide controlling Maintenance key areas of improvement
 Set objectives&  Gather information causes process operations to3 level
development targets about key maintenance  Minimize subjectivity  Standardize the best of performance&
 Determine resources processes of judgments by set of corrective authority
 Prioritize costly&  Analyze measuring statistical inference actions  Set & reassess
serious problems system  Implement basic  Provide maintenance metrics for measuring Maximize asset Specify scope and criteria
 Form multidisciplinary  Calculate OEE for practices of TPM instruction manuals performance of performance for being world class
teams each machine  Classify maintenance process
 Develop TPM teams  Measure overall responsibilities of
 Train participants in effectiveness of assets employees VOC QFD
the principles of utilization by OPE  Re-design or
related concepts metric reengineering of Identify current position of
 Analyze capability & maintenance process company in competition
performance of  Continual
various processes improvement

Application of lean
manufacturing tools
Supporting Tools Supporting Tools Supporting Tools Supporting Tools Supporting Tools in maintenance:
 Visual Control VSM
 Balanced Scorecard  SIOPC  Brainstorming  DOE  Seven Wastes
  Process charts  FTA  Performance
Benchmarking  Modeling  SMED
 QFD  FMEA  Markov & Cause-  Simulation
management
 Poka-yoke
  MCS Sequence diagrams  SPC
VOC  FISH methodology
 MSA  Pareto analysis  Kaizen
 5S  Kaizen
 Process flow map  Sampling techniques  SPC
 TPM  Regression analysis Improve process stability
 Y= f (X) analysis Lean Concept
Reduce inventory buffers
 Sampling techniques
 TPM

Leadership , Commitment and Training

Figure 1. Conceptual Scheme of New WCM Framework. DOE: Design of experiment; FISH: functional interface stress hardening; FMEA: failure mode and effect analysis; FTA: fault tree
analysis; Gage R&R: repeatability and reproducibility; MCS: measuring customer satisfaction; MSA: measuring system analysis; OEE: overall equipment effectiveness; OPE: overall plant
efficiency; QCD: quality, cost and delivery; QFD: quality function deployment; SIPOC: suppliers, inputs, process, outputs, customers; SMED: single minute exchange of dies; SPC:
statistical process control; VOC: voice of customer; VSM: value stream mapping.
 Okhovat et al. 4239

Six-Sigma and Lean as three central tools, while other manufacturing excellence.
supporting tools can be applied to increase the efficiency (2) All the advantages of TPM, lean and six-sigma are
of the process on an as-needed basis. The sequence and kept intact in the model. These advantages are just
method of implementing these central tools have integrated and systemized in order to reach world-class
addressed precisely. For each phase of the change status.
process, a detailed, step-by-step road map has been (3) Application of the new framework can develop a
provided to help companies in the journey toward culture of continuous improvement through re-evaluation
implementing and sustaining the model (Okhovat, 2010). of appropriate performance measures both in the
Moreover, following a systematic procedure can result in maintenance and manufacturing process. So, with every
a better understanding, direction and/or commitment and iteration of the model, a further step towards reaching
motivation from management. In parallel with WCM can be taken.
implementation of three key components of the model, (4) Coherent synthesis of six-sigma, TPM and lean by
specific yet most effective tools from an advanced using structured DMAIC technique, can facilitate joint
toolbox of quality management, six-sigma and lean, implementation of these systems in order to excel both
related to each phase is recommended in order to help maintenance and manufacturing process in parallel.
users to achieve maximum outcomes and avoids them (5) Aligning the cultural aspects of lean with the data
from the trial and error approach. In the way of reaching driven and project-focused investigations of six-sigma
to WCM, defining right metrics to measure performance and operator empowerment of TPM, can bring high
play a vital role. potential for a comprehensive and sustainable approach
Simply put, only when right questions are asked, right to organizational change and process improvement.
answers can be found (Basu and Wright, 1996). Many (6) The methodology of new framework can promote the
performance measures have been suggested by different culture of team work and problem solving, which ensure
researchers in order to monitor and assess the high quality of outcomes.
achievements of the improvement process. By reviewing (7) Analogous to traditional manufacturing which is
current models, it was noticed that almost all of them revolutionized by lean concepts, maintenance as a
have used very general terms to measure the process people-driven function, can be transformed to a predictive
which in turn may seem idealistic and unable to motivate and proactive system that provides a reliable process
both managers and employees of those organizations through lean philosophy. Hence, adapting and applying
that initially started the journey towards WCM. Therefore, lean manufacturing techniques in maintenance functions
the proposed model has tried to cover this issue by enhances the synergistic effects of integrating
developing an internal benchmarking approach that maintenance excellence and world-class manufacturing.
enables an organization to self-appraise against Moreover, linking maintenance improvements to buffer
established WCM standards. In this regard, the model challenges provides massive gains through lead-time
concentrates on quality, cost and delivery (QCD) outputs, reduction, increasing asset performance and profitability,
which are seven quantitative measures as suggested by as well as reducing manufacturing costs as a result of
British Department of Trade and Industry (2004) (Table performance improvement.
3), and can be readily calculated, plotted and analyzed in (8) The culture of breaking down the internal barriers
a constant manner to provide rapid feedback to assess between maintenance and manufacturing departments
the results of any changes made in the production has been conceptually embedded in the framework. This
process. This can be effective to motivate the executives culture and values create partnership and authority,
in placing more commitment to implementing the model which in turn provides required alignment and critical
by observing performance improvement trend. In infrastructures to become prepared for adoption of WCM
addition, QCD measures can simplify a complex concept.
production process to establish a straightforward route for
continual improvements. APPLICATION OF NEW FRAMEWORK
The new framework is straightforward and easy to
understand. Hence, everyone’s understanding from the The integrated model of this study can be applied to all
model is identical and this can prevent any manufacturing industries that either initially wants to start
misinterpretation. Overall, it can be concluded that the their journey towards WCM or those that are at the
new framework has covered most of limitations or middle of journey. The developed framework can also
deficiencies of the current models and is more applicable coherently fit to improvement strategies of organizations
in dealing with various circumstances. that are trying to reach excellence and wish to excel in
global scenario. It is believed that this model will reinforce
the strategic decisions which have to be made by
BENEFITS OF NEW FRAMEWORK managers. Specific and new to this framework is that,
The benefits of new framework can be summarized as: unlike most of the current models that are developed
mainly in relation to the needs of larger scale
(1) Establishing a structure for efforts of implementing organizations, the proposed framework can be adopted
4240 Sci. Res. Essays

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