Development of World Class Manufacturing: Seventeen Steps, Three Year Detailed Master Action Plan

Phas MONTHS
es 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36
SNo. Steps Sub Steps / Activities b
01 1A. Building Management Will, Conference cum Workshop for Champions(CEO & Rep of Staff, Workers and Unions)covering P
Mindset,Culture and Leadership atleast 10% of Employees A

In-house Conference cum Workshop for all the Employees: Teams to initiate Zero Abnormality P
P
Movement (ZAM) by identifying and eliminating8 Types of Abnormalities in all the Areas by
R
Root Cause Analysis A
E
P P
Teams to revisit the same Areas atleast once a month
A A
R 1 B. Leadership demonstration of P
A commitment. Top Management leading by setting examples / practicing World Class Manufacturing Concepts A
T Announcement by Top Management in in-house meeting involving all the employees. P
I
and publicity in company's news letter A
O
N 1 C.Vision , Mission P
Formulation and propagation of Vision,Mission
A
1 D. Policies and Strategies P
Evolving policies and strategies
A
02 2A. Forming the Multi Skilled / Cross P
Establish Steering Committee( Headed by the CEO) with meetings at least once a month
Functional multi layer Teams and A
Facilitating Structure Establish Sub Committees on Key Manufacturing Focused areas with at least once a month P
meetings A

I Establish WCM Secretariat (Headed by an Engineer) adequately staffed to guide and assist all the P

N employees in all the areas A

T Form operating teams covering all the areas and Project Teams covering specialised areas of P
R concern. A
O 2B.Align all employees and establishing Instal Plant Board with Chairman's message and extensive use of video/theme song P
D WCM as a common language and communication A
U
C 2C. Create sense of Ownership Assign ownership of Specific Areas to all the Teams. P

T A
I 2D.Develop detailed Master Action Plan Master Action Plan from preparation to achieving the Award P
O and Goals sought to be achieved. A
N Action Plan for all Sub Committees (in line with the Master Action Plan) P
A
2 E. Policy Deployment Implementation of Policy Deployment Process to align team goals with oirganization goals

03 Preparing the Self-Competing Teams

3A. Equip the Teams with Values & Equip the Teams with a Mindset that rejectsAbnormalities in any form P
Mindset A
3B. Train the Teams on Problem Train Teams on basic problem solving tools and techniques: P
Solving Tools A
5 Why Analysis
7 QC Tools
P-M Analysis
PDCA
Brainstorming
Kaizen
Team Leaders on Leadership & Communication Skills

3C. Understanding Identify internal customers establish their requirements P

Expectations from Internal Customer A
for all operating teams Set QCDIP targets for all the Teams P
A
3D. WCM Kick Off Invite Suppliers, Customers , Affiliated Companies P
& Business Associates of the Organization A

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 Development of World Class Manufacturing: Seventeen Steps, Three Year Detailed Master Action Plan

Phas MONTHS
es 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36
SNo. Steps Sub Steps / Activities b
04 04 4 A.Competition: The Olympics, and Identify and implement innovative approaches to inspire teams through competitions P
Visual Management A
Display the Minutes of the Team Meetings P
(covering Ideal Condition, Problem Solving & Innovation) A

Team competitiveness through QCDIP score and ranking P

A
Team wise 5 S Score as a competitive measure P
A
Team wise kaizens as a competitive measure P
A
Zero abnormality area competition P
A
Wastes eliminated by the teams P
A

No of one point lessons P

A
No of Customer Complaints P
A
Status on Zero losses,zero rejections,accidents,pollution etc. P
A
Maintenance of visual displays and boards P
A
4 B. Motivation, Support and Recognition Identification of critical topics for promotion P
Schemes A
Initiation of WCM campaigns based on crtitical topics ( a few topics given below) P
A
Know Your Equipment
Initial Cleaning
Why-Why Analysis
Visual Controls
Simplify the Systems
Zero Abnormality Area
Safety
Reduce Pollution
Waste Elimination
Housekeping
Kaizens and suggstion themes
Halve the Losses/Defects in all areas in the Unit
Double the Productivity from the present level
Reduce Working Capital

Development of recognition systems P

A
Introduction of Newsletters P
A
Implementation of system for periodic assessment of employee satisfaction P
A

05 05 5 A. Setting up the Model Equipment Area Identify the Model Equipment / Areas to Practice P
Covering atleast 25% of Area / and Proliferate the Concepts of WCM A
Equipment in Older Plants and Launch Zero Abnormality Drive in Model Area P

much more in Newer Plants A

Implement 5 S in all model areas P

A
Identify and Eliminate Waste (covering all 12 types of waste ) P
A
Identify losses and initiate Practice of Focused Improvement P
A
Implement Visual Management and Visual Control P
A

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 Development of World Class Manufacturing: Seventeen Steps, Three Year Detailed Master Action Plan

Phas MONTHS
es 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36
SNo. Steps Sub Steps / Activities b
Implement Planned Maintenance in all the Model Equipment P
A
Practice Autonomous Maintenance for all the Model area equipment P
A
Practice Initial Flow Control, Upstream Management P
A
Identify Critical Processes and launch Six Sigma Projects in Model Area P
A
Implement internal customer performance contract system P
A
Build Team orientation in Model Area P
A
Implement JIT, Stock Reduction & Material Handling P
A
Implement Safety, Hygiene and Pollution Control P
A
Identify Information requirements and organise for Model Area P
A
Regularly Monitor the Results of the Model Areas P
A
A
5 B.Public Responsibility and Social Preparation of Policy governing Public Responsibility P
Recognition A
Leadership involvement in building Supplier Relationship P
A
Leadership involvement in building customer relationships P
A
Leadership involvement in building relationship with Society P
A
Leadership involvement with Institutions P
A
5 C.Communication Evolve framework for Communication with employees P
A
Evolve framework for Communication with customers P
A
Evolve framework for communication with Community P
A
Evolve framework for communication with Institutions P
A
Evolve framework for communication with Suppliers P
A
5 D. Speed and Entrepreneurship Implement campaigns to promote speed in the Ognizations P
A
Implement campaigns to promote entrepreneurship in the organization P
A
5 E. Management Review Review Master Action Plan P
A
Review Sub committee performance P
A
Review Business Goals P
A
Commence Self Assessment Process and identify 'Gaps' and improvement measures P
A
I
06 6A. Work Environment (5S) Create Company wide awareness,learning and skills through Workshops P
A

M Implementation of 5 S - Steps P
A
Orderliness- Sorting of Unnecessary items in all Areas - 1S P
A
P
Neatness - A place for Everything and Everything in its place- 2S P
A

O 23 of 31

N
I

M
Development of World Class Manufacturing: Seventeen Steps, Three Year Detailed Master Action Plan

P MONTHS
Phas
es 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36
SNo. Steps Sub Steps / Activities b
Cleaning - As a form of Inspection in all the Areas covering all Equipment -3S P
L
A
Cleaning - as a daily Pratice by all Teams in all the Areas -3S P
A
E Standardization - 5S P
A
Discipline - Inculcate the habit of following the standards - 5 S P
M A
5 S Promotion and inter team competition P
A
E 6B. Waste Elimination (Muda) Create companywide awareness ,learning and skills through Workshops P
A
Identification and Elimination of non value adding activities in the following categories: P
N by teams in their ownership area A
Over Production
Waiting
T Conveyance
Unnecessary Processing
Communication/ Procedures
Inventory
A
Motion
Defects
Tentative Placement
T
Bottlenecks
Untidiness
Timing
I

Identify major waste elimination projects and adopt project approach to eliminate P
O A
Implement value enhancement projects through special project teams through Value Analysis P
approach A
N

6 C. Visual management and Control Create awareness, understanding and skills in identifying and implementing Visual Controls P
A
Visual Display of WCM Vision, Mission and Policy Statement at appropriate places P
in the Factory A
Implement Visual Markings and Displays P
A
Application of Visual Controls - Identifiction, development and implementation P
A
Application of Visual displays for Work Management ( SOPs/Check list/Compliances P
abnormality managmentsystems,QCDIP etc.) A

Abnormality management boards/tag system

Standard Operating Procedures

Check list/Compliance confirmation system

QCDIP boards

Process Performances

Application of visual media for enhancing team competitiveness P

A
Display emergency handling procedures at relevant areas P
A
Display the following Slogans at all important places in the factory P
A
# ' Sab Kuch Nahi Chalta Hai '
# Cleaning is Inspection
# First Time Right - Everytime Right
# Say No To Abnormalities And Yes To standards

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 Development of World Class Manufacturing: Seventeen Steps, Three Year Detailed Master Action Plan

Phas MONTHS
es 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36
SNo. Steps Sub Steps / Activities b
07 Focussed Improvement and Innovation Equip employees with skills through Workshops for Focusses Improvement and P
( Practice by all teams in all areas) Innovation A
Identification and Categorization of Losses from all areas and all equipment P
( Preparation of Loss and Cost Tree) A
Zero loss Drive - Focused Improvement tasks by teams through kaizens leading to loss P
reduction and enhancement of OEE. A
Identify major improvement oppoertunities and establish Project Teams for achieving P
major breakthroughs ( Innovation) A

Measuring the OEE for all Critical Equipment P

Preparation of a list of Sporadic and Chronic losses A
P
Campaingns to enhance team participation in kaizens,measure and monitor benefits A
P
A
Use of Why-Why Analysis,Brain Storming and other QC Tools to Eliminate Losses P
A
Use of P-M Analysis in all the Areas to Eliminate Chronic losses P
A
Identifying and initiating actions for energy conservation and preservation P
of natural resources A
08 Planned Maintenance Practiced for Create learning and build skills through Workshops P
equipment and machinery A
Training of Operators on Daily Maintenance Activities by Maintenance Department P
A
Formulate and Implement Equipment Evaluation Standards P
A
Implementation and practice of equipment History recording system for all equipment P
A

Tracking of Inventory of special Spare Parts and Tools P

A
Clear identification and deployment of role of operation and maintenance. P
A

Installing the Computer Aided Maintenance Management System P

A
Implement failure analysis to identify root cause and set Maintenance goals P
A
Promote use of Why-Why Analysis and other Problem Solving Tools for eliminating P
breakdowns and enhancing plant performance A
Promote application of FMEA and other tools to deal with major and intermediate failures P
A
Conduct P-M Analysis to eliminate Chronic Failures P
A
Implement systems for measuring and monitoring maintenance performance. P
A
Measuring of OEE, MTTR and MTBF of all Critical Equipment P
A
Budgeting and Monitoring the Maintenance Cost P
A
Identify areas for maintenance cost reduction and implement P
A
Identification and implementation of technology development projects for P
simplification of mainenance work. A
Introduce Periodic(Time Based) Maintenance System P
A
Build Predictive Maintenance System/ Condition Based Monitoring System P
A
Use of Diagnostic Tools for NDT and Monitoring all the Incoming Material and P
Condition of all the Equipment A
Application of RCM for all Critical Equipment P
A
Practice Internal Warranty System P
A
Audit the Planned Maintenance System P
A
Identify chronic and other failures for maintenancee prevention design P
A
Provide Feedback on Maintenance prevention design improvements made P
A

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 Development of World Class Manufacturing: Seventeen Steps, Three Year Detailed Master Action Plan

Phas MONTHS
es 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36
SNo. Steps Sub Steps / Activities b
09 Self Maintenance Impart awareness, learning and skills through Workshops P
Practiced by all the Teams A
in all the Areas Allocation of rresponsibilities between Maintenance and Operations Department P
A
Prepare Know your equipment write ups and impart training to all operators on the P
construction and functions of the machines they handle. A
Prepare Know Your Process and train operators on the Processes they handle P
A
Perform Initial Cleaning of all the main equipment and Sub equipment P
A
Identification and Modification in inaccessible places P
A
Prepare Inspection Schedules for all the equipment P
A
Prepare Cleaning and Inspection Standards for P
all Equipment A
Monitor Cleaning and Inspection Standards for all P
the Equipment in all the Areas A
Develop Lubrication Standards for all the P
Equipment A
Develop Colour Codes for all Lubricants P
A
Define Checkpoints for Lubrication and tightening for all equipment P
A
Place Cleaning Checklist on or close to all the Equipment in all areas P
A
An Effective Self Management for Material Flow, Spares, tools, WIP etc. P
A
10 Initial Flow Control / Upstream Create awareness,learning and impart skills through Workshops P
Management A
Meeting with Equipment Manufacturers for all the critical equipment P
A
Integration of Maintenance Prevention design and improvements with equipment P
Manufacturers. A
Design Data Collection and Review for improvement P
A
Application of Life Cycl Costing ( LCC) and Review for all Equipment P
A
Application of Initial Flow Control for new products/project commissioning P
A
Include manufacturability,reliability,safety,ease of operation ec. In equipment design P
through early intervntion A
Preparation of MP Design and Initial Control Sheets for all critical and new equipment P
A
Perform FMEA and P-M Analysis for Critical equipment P
A
11 Quality First : Strategic Quality Training of champions and project leaders for six sigma implementation P
Management Practiced by all the A
the Teams in all the Areas Identify Six Sigma Projects and implenent P
A
Evolve Quality integrated manufacturing strategy P
A
Benchmaking is done across the Industry and at International levels P
A
Certification of ISO 9000/QS 9000 updated to version 2000 and Periodic P
Internal Audits/ Surveillance A
Preparation of Quality Plans for all the Manufacturing Processes covering all the parameters P
of the product and the process A
Implement SQC to analyze variation in Product quality at all stages P
A
Implement SPC to measure and monitor Process Capability P
A
Maintain the Process Capability Index at the optimum level P
A
Wide application of tools and techniques such as control charts P
A

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 Development of World Class Manufacturing: Seventeen Steps, Three Year Detailed Master Action Plan

Phas MONTHS
es 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36
SNo. Steps Sub Steps / Activities b
Application of Design of Experiments as appropriate P
A
Implementation of vendor selection and appraisal system P
A
Implement customer complaint handling and feedback systems P
A
Identify Quality Indicators for all critical processes and functions P
A
Quality, Inspection and testing procedures are established P
A
Identification of Non Conformities at all Stages of the process and equipment P
A
Establish system and implement appraisal of the Quality Systems P
A
Use Basic Problem Solving Tools like Why-Why Analysis, Cause and Effect Analysis etc. P
for all easily determinable Causes A
Application of P- M Analysis to eliminate Chronic Defects for SQM P
A
Application of Poka - Yoke ( Fool Proof) System for avoiding human error P
A
Implementation of QFD to arrive at customer requirements and evolving designs P
A
Cost of Quality ( COQ) measurements and identification of improvement opportunities P
A
12 12 A. Market Orientation & Marketing Strategies ( Evolve,communicate,implement and review) P
Customer Driven : Internal & A
External Practiced by all the Internal Supplier-Customer orientation P
Teams in all the Areas ( Need identification,performance contracts) A

Implement system for periodic assessment of external customer's perception P

A
Establish Market Information System to analyse Market environment P
A
Identification of market segments for focus P
A
Selecting and managing market channel and assessment for effectiveness P
A
Communication and Market Promotion P
A
Lost ustomers - system for analysis of root cause. P
A
Knowledge on competitiors leading to bench Marking with Competition P
A
Launching New Products and services ( evaluation,team approach,time to market targets) P
A
Delivery management - OTIF Measurements and monitoring P
A
Marketing performance review - ( Develop indicators and measure/monitor) P
A
Closed Loop Feed Back System in all areas P
A
System to serve Customer after sales P
A
System of Registering and Solving Customer Complaints P
A
12B. Liaision, Teamforce & Skills Partnership relationships building/develop understanding with employees P
Development A
Partnership relationships building/developing understanding with suppliers P
A
Paetnership relationship building/developing understanding with Customers P
A
Partnership relationship building /developing relationship with community/Institutions P
A
Build team orientation in the organization P
A
Implement systems to measure team effectiveness P
A
Continuous updating of Skills through On the Job and Class Room Training P
for all the employees A
Prepare Skill Chart for all employees P
A
Plan and implement skill and competency building programs P
A
Develop System for continuous updating of skills and training program. P
A
Training needs - Assessment of training needs P
A
Post training evaluation and improvement P
A
Development of internal trainers P
A
Identify ideal career targets for jobs/positions and planning of career paths. P
A

13 JIT/Supply Chain Management Create awareness,learning and skills to implement JIT approach P
A
Supplier Reliability enhancement measures ( identify critical suppliers, reationalisation of P
the number of suppliers, supplier evaluation ) A

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 Development of World Class Manufacturing: Seventeen Steps, Three Year Detailed Master Action Plan

Phas MONTHS
es 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36
SNo. Steps Sub Steps / Activities b

Identify potential JIT suppliers /potential items and implement P

A
Application of Process Mapping toidentify scope and implement time compression P
A
Measuring and monitoring of Cycle times of critical processes. P
A
Improve flexibility through multi skilling and de bottlenecking p
A
Identification of areas for Quick Change Over ( QCO) applications P
A
Implement inventory reduction measures for various categories of items P
A
Identify and eliminate bottlenecks for delivery improvments P
A
Implement Pull Systems through integrated delivery/production/procurement planning systems P
A
Improve Material flow by Optimizing the layout P
A
Quantify material handling and identify opportunities for optimizing Material Handling P
A
Identify and implement supply chain performance measures P
A
14 Safety, Hygeine and Pollution Create awareness, learning and positive attitudes through Workshops P
Control Practiced by all the Teams A
in all the Areas Impart training to employees on Fire Fighting, First Aid, Personnel protective devices P
and dangerous occurrances,emergency handling procedures A
Establish and audit environmental management systems ( ISO 14000) P
A
Prevention of hazards - hazop Studies and systems to prevent hazards P
A
Emergency Manuals, anti disaster drills and maintaining rescue equipment P
A
Establish Safety systems andd organization ( Safety policy/manuals) P
A
Accident Analysis - Recording System for Accidents including near miss/dangerous P
occurrances A
Compliance monitoring and corrective actions for usage of personal protective equipment P
A
Assessment of occupational hazards and corrective actions P
A
System of Regular Health Check for all employees P
A
System of Receiving and Implementing Safety proposals from employees P
A
Safety and environmental audits and improvements P
A
Safety campaigns and promotion P
A

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 Development of World Class Manufacturing: Seventeen Steps, Three Year Detailed Master Action Plan

Phas MONTHS
es 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36
SNo. Steps Sub Steps / Activities b
15 15 A. Information and Systems Identification of information needs at all levels P
A
Systems for collecting,analysisn information on business environment P
A
Establish data base about suppliers, customers,products,processes,equipment,people etc. P
A
Establish an MIS system to assist in Goal achievement P
A
Integrating relevant Information with Suppliers, Operations and Customer through IT P
A
Establish Integrated Databasefor the customers to access databank freely P
A
Leverage IT for Operational efficiency /customer servicing P
A
Application of IT for Process management P
A
Identification and elimination of information bottlenecks P
A
Process simplification and cycle time reduction through BPR P
15 B.Technology Evole and communicate technology development policy P
A

Identify and evaluate alternate and emerging technologies A

Technology up gradation plans and implementation P

A

Sysytems for smooth absorbption of technology P

A
15 C. Cash Flow and cost drivers Operational cash flow management P
A

Identification of cost drivers and deployment cost management at team levels P

A
System for analysis of all investment and monitoring impact P
A
15 D.World Class Office Management Training all Staff on WCOM ( World Class Office Management) P
( WCOM) A
Implementation of 5S P
A
Identification and Elimination of Office Waste P
A
Practice Kaizen and Autonomous Maintenance in the Office P
A

Visual Management P
A

Streamlining the Office Systems and Procedures P

A
Reduction in Office Inventory P
A
Achieve the status of "Paperless Office" P
A

Developing an Office Culture which stresses on Internal and External Customer P

A
Encourage Office Safety, Hygiene and Pollution Control P
A
16 Measuring and Monitoring Results A. Non Financial Results ( For individual indicators refer to Para 16.1 Road Map 2002)
Quality

Process defect rate P

A
Rework / reprocessing rate P
A
Scrap rate P
A
Improvement in Cp and Cpk of critical processes P
A
Reduction in rejection ( major purchased items) P
A
Cost

Savings due to process technology upgradation P

A
Reduction in maintenance expenses P
A
Savings in energy and utilities P

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 Development of World Class Manufacturing: Seventeen Steps, Three Year Detailed Master Action Plan

Phas MONTHS
es 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36
SNo. Steps Sub Steps / Activities b
A
Savings due to MP design P
A
Inventory Turn over ( RM, WIP and FG) P
A
Savings due to waste elimination P
A
Reduction in cost of quality P
A
Savings through kaizen implementation P
A
No of waste elimination cases eliminated P
A
Reduction in market returns P
A
Cost per employee P
S
T A
A Savings due to reduction of chronic losses P
B A
I Savings due to material substitution P
L A
I
Delivery P
Z
A A
T OTIF delivery to customers P
I A
O OTIF delivery from suppliers P
N A
Time to Market P
A
Order Procesing time P
A
Batch processing time P
A
Manufacturing cycle time P
A
Change over time P
A
Purchase lead time P
A
Product delivery lead time P
A
Innovation P
A
No of kaizens implemented P
A
No of systems simplified P
A
No of technological innovations P
A
Number of new products introduced P
A
Number of new applications found for exisiting products P
A
Number of patents P
A
Breakthrough achieved through R&D Efforts P
A
Productivity and Pride P
A
Manpower Productivity P
A
Throughput Yield P
A
Reduction in planned shut down P
A
Reduction in MTTR P
A
Increase in OEE P
A
Improvement in Housekeeping P
A
Reduction in equipment down time P
A
No of major accidents P
A
No of minor accidents P
A
Accident severity days P
A
B. Financial Results
Increase in Delta CVA P
A
Value added per employee P
A

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 Development of World Class Manufacturing: Seventeen Steps, Three Year Detailed Master Action Plan

Phas MONTHS
es 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36
SNo. Steps Sub Steps / Activities b
Sales per unit of capital employed P
A
Trends of Market share in exisiting markets P
A
Trends in revnue growth in exisiting markets P
A
Trends in market growth in new markets P
A
Trends in growth due to new business P
A
C. Customer Satisfaction

Employee satisfaction : perception measurement trends P

A
Employee satisfaction: performance indicator trends P
A
External customer satisfaction: perception measurement trends P
A
External customer satisfaction:performance indicator trends P
A
Internal supplier- customer delight index P
A
External customer satisfaction: delight index trends P
A
D.Social Satisfaction

Society's satisfaction : perception measurement trends P

A
Society's satisfaction : performance indicator trends P
A
Accolades and public recognition P
A

17 17 Preparation and competiting for A. Preparation of Award Application with Self Assessment and submitting for P
Chairman's Awards Pre Assessment A
0 for Manufacturing Excellence
1.Chairman's Bronze Award P
A
2.Chairman's Silver Award P
A
3.Chairman's Gold Award P
A
Site Visit by Pre Assessment Assessors for the Awards P
A
Implement the Recommendations of Pre Assessment Team P
A

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