Total Quality Strategies For Manufacturing Success And WCM Model

Manufacturing excellence through value added manufacturing

 Value added manufacturing- eliminating wastes suggested by Hall 1987.

 Three overlapping categories of work

Total quality control ** Just in time ** Total people involvement

Strategies for Improving Quality Management in Manufacturing

Quality is the one attribute any manufacturer cannot hide it screams who they are louder than any
marketing campaign or PR strategy. Nothing says more about a manufacturer than how they prioritize
quality management in manufacturing and information, intelligence, systems and processes necessary
to excel in this critical area. In service industries, the higher the quality and more consistent a
customers’ experience the higher the profitability of a business.

Manufacturers who choose to embed quality deep into their enterprises, doing the hard work of making
it a core part of their DNA over time see the following benefits:

Reduced manufacturing costs attributable to less material waste;  Greater efficiency of tools and

manufacturing equipment; Greater optimization of skilled workers’ time and talents;  Improved

supplier quality;  Improved traceability across the entire production process; Continual reductions
in non-compliance

Of the many strategies manufacturers are using for improving quality management performance, the
following five are delivering solid, long-term results:

1. Creating and reinforcing a strategic framework of quality that permeates every aspect of a
manufacturer’s value chain is essential.

Taking a piecemeal, incremental approach to quality management leads to information silos and fuels
political infighting over quality performance, creating more problems than it solves. A unified framework
of quality management that integrates common practices, TQM, JIT and TPM techniques at a minimum
is essential.

2. Supplier quality management objectives need to be defined before procurement and

strategic sourcing is undertaken and integrated into inbound inspection, traceability and
audits. Manufacturers who make the deliberate decision to invest in supplier quality management
from procurement and strategic sourcing through fulfillment have greater control over cost of quality
and greater visibility into overall manufacturing quality performance.
3. Quality Control and compliance departments need to get beyond just reacting to quality
management problems and take a much more proactive, strategic approach instead.
4. Measurements of quality performance are the baseline that supplier management,
production, fulfillment and services measure themselves by. Manufacturers who improve the
most on the most critical dimensions of quality are using metrics and key performance indicators
(KPIs) to evaluate the entire value chain, not just selected functional. The most valuable metrics
according to studies conducted of quality metrics’ impact on profitability include defect rates, cost of
rework, warranty expenses, after-sales service costs, opportunity costs and costs of good and bad
quality.
5. Quality process control programs need to be based on metrics and KPIs that serve as guard
rails to keep quality management on track to meeting and exceeding customer requirements
first.

WCM Models

The most widely known WCM models include:

1. Schonberger's model (1986).

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It is based on the set of good practices written in the form of rules. The WCM status can be achieved by
any of the two parallel paths: the quality path, and the JIT production path. Hence the presence of
concepts, such as: TQC (Total Quality Control), JIT (Just in Time), TPM (Total Productive
Maintenance). Richard Schonberger, a leading manufacturing consultant, created the term “world-

class manufacturing.” To achieve world-class status, companies must change procedures and
concepts, which in turn lead to transforming relations among suppliers, purchasers, producers and
customers. Enterprise automation * **manufacturing innovators * **market share, * *operate at peak
efficiency and * *exceed customer expectations

2. Howang’s model

In this model the establishment of WCM relies on the establishment of four systems:

Just-in-time (JIT), Total Quality control (TQC), Computer Integrated Manufacturing (CIM), and Total

Preventive Maintenance (TPM).

All the systems depend directly on the cooperation of the employees. In other words, the effective
combination of the four factors needs good, educated loyal employees, who look for ways to make
themselves and their courses of action better.

3. Hall's model (1987) It is based on three pillars: TQC, JIT Manufacturing, TPI (Total People
Involvement), and in practice is often referred to as the value-added manufacturing model.
4. Gunn's model (1987). It is based on the set of good practices grouped in three pillars: CIM
(Computer Integrated Manufacturing), TQC, JIT Production.
 5. Maskell's model (1991) It is based on the set of good practices grouped in four pillars: TQC, JIT,
WM (Workforce Management), FP (Flexible Production).

According to him WCM generally includes: A new approach to product quality Just in Time Change
in the way in which work force is managed A flexible approach to customer requirements

Dr.Ross’ model of WCM

Ross model is obtained the fundamental definition of WCM. It considers the nature and substance of
WCM as continuous improvement of the organization's key resources. Hence, this model is introduced,
information technology, human resources and cultural structure as a strategic resources. The functional
structure of the company will attempt to improve this resource. The Important point in this model is the
role of IT as a liaison between a strategic resource and the functional structure of the company.
Although it is important in organizations to define the role of information technology. However, this
model is not clearly articulate its role as one of the causes of World Class Manufacturing (WCM). Also,
in this model there is ignored concepts such as: competition, organization’s competitive advantages and
globalization that form the theoretical foundation of WCM. The model is presented below , before
anything else, suggests the existence causes of WCM as the cornerstone and foundation of the building
of WCM and then after the competition and emphasis on core competencies , mentions creating
competitive advantages as provocatives of world-class manufacturing and then four pillars: lean and
continuous production, and total quality management (WCM), developing and implementing of business
excellence models and assess organizational performance is essential for achieving excellence and
consequently, promotion of the structure of WCM.

Representing a model, he answers the question "why some companies, establishing new productive
technologies make no progress?" In his idea, there are four critical elements in establishing WCM:

Technology Culture and structure Information Employees.

His studies show that the majority of companies have focused on technology, and ignored the
other factors; just those companies which have focused on these four elements altogether have
made progress. In culture and structure, he emphasizes the necessities of
organizational re-designing new channels of transmitting information, and distribution. This
model needs the roles and skills that make the organization's management establish
educational opportunities for employees during the work.

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It needs a new operational culture in relation to team work, elimination of wastages, production
with added value, on-the-job training (OJT), commitment to total quality, and omission of
organizational barrels. About information, there is an emphasis on the foundations like the
vitality of the company's access to the flow of information.

The suggestive model

This model with an inductive point of view, analyzes the world sourcing maturity, world
operation maturity, world delivery maturity and world strategic planning maturity in the
subordinate companies of an industry.

After that by combining the data, the WCM maturity in each of these companies will be
extracted. Finally, by adding up the maturity of these subordinate companies, the WCM maturity
of an industry will be calculated. Therefore, this model works hierarchically, and is represented
in two scales: company and industry. It is necessary to mention that by world sourcing, it is
meant providing the essential primary material from suppliers, by world operation, assembling
and making the product, and by world delivery, presenting the products to the customers. In the
end, world strategic planning as a supporter of sourcing, operation, and delivery is shown.
Sharma and Kodali's model (2008). It is based on the set of good practices grouped in four
pillars: TQM (Total Quality Management), LM (Lean Manufacturing), TPM, JiT, called also the
ME/WCM model (ME - Manufacturing Excellence).

Nachiappan et. all model (2009). It is based on the set of good practices grouped in three
pillars: TPM, 6S (Six Sigma), LM.

Gandhi et. all model (2011). It is based on the set of good practices grouped in four pillars:
LM, FCIM (Flexible Computer Integrated Manufacturing), AM (Agile Manufacturing), I&RD
(Innovation and R&D).

Okhovat et. al model (2012). It is based on the set of good practices grouped in two pillars:
L6S (Lean Six Sigma), TPM. .

Dudek (2013). It is based on the set of good practices grouped in three vertical pillars: TPM,
L6S, AM, and two horizontal pillars: TFM (Total Flow Management) and TSM (Total Service
Management).

All of the presented contemporary models (since 2008) are based on the classic system of two
pillars: technical and managerial. Technical pillars are sets of organizational guidelines in the
most important production areas, responsible for so-called production adaptivity. Managerial
pillars are a complement to the technical-area pillars. The creation of individual world class
manufacturing systems involves the definition and selection of, most often, ten basic technical
and managerial pillars from the set of the available areas of potential improvements.

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