Primero de los seminarios SACC dedicado a la Fabricación de Clase Mundial

1. SACC FABRICACIÓN DE CLASE MUNDIAL
¿QUÉ ES UNA EMPRESA DE CLASE MUNDIAL?
Tipo: Artículo de blog
Autor/es: Leopoldo López Castillejos
Fecha de publicación: 23 de Marzo de 2011
Blog: Gestiopolis
Enlace: http://www.gestiopolis.com/recursos/experto/catsexp/pagans/ger/21/clase%20mundial.htm
¿Cómo ha sobrevivido la empresa si a los directivos no les interesa el cliente?
Una empresa de clase mundial es aquella que puede competir en términos de eficiencia y calidad con cualquier otra en el mundo. El término "clase mundial", es utilizado generalmente para demostrar la calidad de una empresa, cuando se afirma que una empresa es de este tipo se entiende que dicha empresa utiliza todos los instrumentos modernos de administración, tecnología y procesos, es decir que cumple adecuadamente los requisitos mundiales de calidad y especialización. Una empresa de clase mundial debe ser organizada, sólida en sus finanzas, eficiente y con alta capacidad técnica.
Profundizando un poco en el tema se entiende que una empresa de clase mundial es aquella que utiliza WCM (manufactura de clase mundial) aplicando:
 Cumple normas internacionales de calidad.
 Utiliza estrategias de manufactura de punta.
 Ejerce una correcta planificación de producto.
 Mantiene elevados niveles de seguridad tanto en productos como en seguridad industrial.
En cuanto a administración de la empresa:
• Mantiene filosofías de gestión de acuerdo a su actividad.
• Es eficiente.
• Es dinámica y muestra resultados corporativos.
En cuanto a las finanzas:
• Mantiene un buen nivel de solvencia.
• Tiene un nivel de deuda relativamente bajo.
• Mantiene principios contables generalmente aceptados.
En fin, es una empresa eficiente y competitiva en el mundo y que es capaz de mantener altos estándares de trabajo.
IMPROVING OPERATIONS PERFORMANCE WITH WORLD CLASS MANUFACTURING TECHNIQUE: A CASE IN AUTOMOTIVE INDUSTRY
Tipo: Capítulo de libro
Autor/es: Fabio De Felice, Antonella Petrillo, Stanislao Monfreda
Fecha de publicación: 2013
Libro: Operations Management
Editorial: InTech
Enlace: http://cdn.intechopen.com/pdfs-wm/43383.pdf
1. Introduction
Global competition has caused fundamental changes in the competitive environment of manufacturing industries. Firms must develop strategic objectives which, upon achievement, result in a competitive advantage in the market place. However, for almost all manufacturing industries, an increased productivity and better overall efficiency of the production line are the most important goals. Most industries would like to find the formula for the ultimate productivity improvement strategy. Industries often suffer from the lack of a systematic and consistent methodology. In particular the manufacturing world has faced many changes throughout the years and as a result, the manufacturing industry is constantly evolving in order to stay ahead of competition. Innovation is a necessary process for the continuous changes in order to contribute to the economic growth in the manufacturing industry, especially to compete in the global market.

2. In addition to innovation as a mode for continued growth and change, there are many other vehicles for growth in the manufacturing industry. One in particular that has been gaining momentum is the idea of World Class Manufacturing (WCM) developed by Richard J. Schonberger (in the 80s) who collected several cases, experiences and testimonies of companies that had embarked on the path of continuous “Kaizen” improvement for excellence in production, trying to give a systematic conception to the various practices and methodologies examined. Some of the benefits of integrating WCM include increased competitiveness, development of new and improved technology and innovation, increased flexibility, increased communication between management and production employees, and an increase in work quality and workforce empowerment. This work takes you to the journey of World Class Manufacturing System (WCMS) adopted by the most important automotive Company located in Italy, the Fiat Group Automobiles. World class can be defined as a tool used to search and allow a company to perform at a best-on-class level.
The aim of this work is to present establishments of the basic model of World Class Manufacturing (WCM) quality management for the production system in the automotive industry in order to make products of the highest quality eliminating losses in all the factory fields an improvement of work standards.
2. Literature review
Manufacturers in many industries face worldwide competitive pressures. These manufacturers must provide high- quality products with leading-edge performance capabilities to survive, much less prosper. The automotive industry is no exception. There is intense pressure to produce high-performance at minimum-costs. Companies attempting to adopt WCM have developed a statement of corporate philosophy or mission to which operating objectives are closely tied. A general perception is that when an organization is considered as world-class, it is also considered as the best in the world. But recently, many organizations claim that they are world-class manufacturers. Indeed we can define world class manufacturing as a different production processes and organizational strategies which all have flexibility as their primary concern. For example Womack et al. defined a lead for quantifying world class. Instead Oliver et al. observed that to qualify as world class, a plant had to demonstrate outstanding performance on both productivity and quality measures.
Summing up we can state that the term World-Class Manufacturing (WCM) means the pursuance of best practices in manufacturing. On the other hand we would like to note that one of the most important definitions is due to Schonberger. He coined the term “World Class Manufacturing” to cover the many techniques and technologies designed to enable a company to match its best competitors. When Schonberger first introduced the concept of “World Class Manufacturing”, the term was seen to embrace the techniques and factors as listed in figure.
The substantial increase in techniques can be related in part to the growing influence of the manufacturing philosophies and economic success of Japanese manufacturers from the 1960s onwards. What is particularly interesting from a review of the literature is that while there is a degree of overlap in some of the techniques, it is

3. clear that relative to the elements that were seen as constituting, WCM in 1986, the term has evolved considerably. These techniques have been known for a long time, but with Schonberger, a perfectly integrated and flexible system was obtained, capable of achieving company competitiveness with products of high quality.
According to Fiat Group Automobiles, “World Class Manufacturing (WCM)” is: a structured and integrated production system that encompasses all the processes of the plant, the security environment, from maintenance to logistics and quality. The goal is to continuously improve production performance, seeking a progressive elimination of waste, in order to ensure product quality and maximum flexibility in responding to customer requests, through the involvement and motivation of the people working in the establishment.
The WCM program has been made by Prof. Hajime Yamashina from 2005 at the Fiat Group Automobiles. Fiat Group Automobiles has customized the WCM approach to their needs with Prof. Hajime Yamashina from Kyoto University (he is also member of the Royal Swedish Academy and in particular he is RSA Member of Engineering Sciences), by redesigning and implementing the model through two lines of action: 10 technical pillars; 10 managerial pillars.
The definition proposed by Yamashina includes a manufacturing company that excels in applied research, production engineering, improvement capability and detailed shop floor knowledge, and integrates those components into a combined system. In fact, according to Hajime Yamashina the most important thing continues to be the ability to change and quickly. WCM is developed in 7 steps for each pillar and the steps are identified in three phases: reactive, preventive and proactive; in fact each pillar could have a different relation to these phases. The approach of WCM needs to start from a “model area” and then extend to the entire company. WCM “attacks” the manufacturing area. WCM is based on a system of audits that give a score that allows to get to the highest level. The highest level is represented by “the world class level”.
2.1. Mission and principles
The process to achieve “World Class Manufacturing” (WCM) has a number of philosophies and elements that are common for all companies. Therefore, when applied to the manufacturing field, TQM and WCM are synonymous. We would like to observe that customer needs and expectations is a very important element in WCM. The manufacturing strategy should be geared to support these needs. These could be dealing with certification, market share, company growth, profitability or other global targets. The outcomes should be defined so that they are measurable and have a definite timetable. These are also a means of defining employee responsibilities and making them feel involved. Employee education and training is an essential element in a World Class Manufacturing Company. They must understand the company's vision and mission and consequential priorities. As introduced in World Class Manufacturing, well known disciplines such as: Total Quality Control; Total Productive Maintenance; Total Industrial Engineering; Just In Time and Lean Manufacturing are taken into account. Thus, World Class Manufacturing is based on a few fundamental principles:
• the involvement of people is the key to change;
• it is not just a project, but a new way of working,
• accident prevention is a non-derogated “value”;
• the customer's voice should reach all departments and offices;
• all leaders must demand respect for the standards set;
• methods should be applied with consistency and rigor;
• all forms of MUDA waste are not tolerable;
• all faults must be made visible;
• eliminate the cause and not treat the effect.
2.2. Pillars: Description and features
WCM foresees 10 technical pillars and 10 managerial pillars. The levels of accomplishment in technical fields are indirectly affected by the level of accomplishment in administrative fields. The pillar structure represents the “Temple of WCM” and points out that, to achieve the standard of excellence, a parallel development of all the pillars is necessary. Each pillar focuses on a specific area of the production system using appropriate tools to achieve excellence global.
The ten Managerial Pillars there are: 1)Safety; 2)Cost Deployment; 3)Focused Improvement; 4)Autonomous Activities; 5)Professional Maintenance; 6)Quality Control; 7)Logistics & Customer Service; 8)Early Equipment Management and Early Product Management; 9)People Development; 10)Environment. As regards the ten Managerial Pillars there are: 1) Management Commitment; 2) Clarity of Objectives; 3) Route map to WCM; 4) Allocation of Highly Qualified People to Model Areas; 5) Organization Commitment; 6) Competence of Organization towards Improvement; 7) Time and Budget; 8)Detail Level; 9) Expansion Level and 10) Motivation of Operators.

4. PRINCIPLES OF WORLD CLASS MANUFACTURING
Tipo: Artículo científico
Autor/es: B.Mahadevan
Fecha de publicación: Septiembre de 1998
Revista: Management Accountant - Calcutta
Enlace: http://www.safeecollege.com/wp-content/uploads/2010/02/wcm-1.pdf
Management of manufacturing iterations is a phenomenon of the 20th century. Beginning with an era of industrialization in the second half of the 18th century, the manufacturing activity did not take firm roots until the turn of this century and hence the need for management of manufacturing systems did not arise. It was the Ford Production System that laid out the basic principle of Manufacturing and Management during the period 1910-1930. It was an era marked by significant contributions to this body of knowledge from stalwarts such as Fredrick Taylor (Scientific Management), Gilbreths (Motion & Time study), Schwart (Statistical Quality Control), Henry Ford (Flow line, automation, mass production, etc.). Until recently, these thoughts were the guiding philosophy for developing manufacturing management and control systems for corporate entities globally. As 20th century comes to a close, it was ironical that once again an automobile manufacturer, The Toyota Production System, had to take upon itself the task of rewriting these principles of manufacturing management.
Proponents of the famous theories, such as “Cultural phenomenon”, and “deliberate price cutting”, that seem to explain the unprecedented rise of the Japanese corporations, be it automobiles, or consumer electronics, during the late 70’s and early 80’s have now vanished into thin air. The reality has come to stay and many leading corporate giants such as Ford, GM, Hewlett Packard, Motorola, and Xerox seem to have understood the new rules of the game. This perhaps been written with two purposes. Firstly, to help cost management professional understand what these “new rules” are, and secondly to explore the likely fall out of these to the profession as it gears up itself for the 21st century.
World Class Manufacturing
The first shock waves of the impending changes was felt by the automobile giants Ford, Chrysler, and GM during the oil crisis in 1972 when the Toyota Production System shot into prominence. A little later, the story was similar in all the areas where the Japanese companies began to operate. Perhaps it appeared, as Taiichi Ohno, the Father of Toyota Production System commented that the strength of a manufacturing system is best tested during an era of recession. While the non-Japanese goods were of high cost and low quality, the Japanese goods were of the other way, viz., low cost and high quality. The intention in this writing is not to report such stories, since hundreds of pages have already been written on this subject matter, but to emphasize that such a phenomenon was possible only because of 2new” principles that govern manufacturing management and control.
Although several practitioners and researchers have come out with seemingly different theories of this new principle, all of them have a few things in common. These characteristics could be collectively referred to as the principles of World Class Manufacturing (WCM). These Characteristics are;1) Just in Time;2)Total Quality Management;3)Total Productive Maintenance;4)Employed Involvement; 5) Simplicity.
The most often misunderstood a hence misapplied of this list is the Just in Time (JIT) system. The core philosophy of JIT is to provide an organizational framework to continuously reveal opportunities for elimination of non-value added activities. JIT systems have brought to limelight the distinction between value added and non-value added activities. If due to a poor design of factory layout the jobs travel a few kilometers before being converted into saleable products, the customers may not be interested in paying for the excess transportation (Mahadevan 1994). A proper understanding of the JIT philosophy would clarify that by eliminating a lot of unwanted activities, a substantial reduction in time, be it procurement or manufacturing or distribution, could be achieved. The popular ideas that JIT is a zero inventory system or a system that use a piece of card (known as Kanban) along with a few standard containers are either secondary to this or are the fallout of waste elimination process.
An organizational framework to expose wasteful activities alone is not sufficient. It should be complemented by an equally effective organizational framework for continuously eliminating them. A Total Quality Management (TQM) system helps to achieve this purpose by organizing the entire work force into small improvement groups, and creating a midst for continuous improvement. The scope of management accountants to contribute to this continuous improvement process seems to be significant (Kaplan, 1995).The existence of a quality costing system helps to identify areas that need immediate improvement, prioritize the expenditure so such improvement project and evaluate the performance. WCM organizations have understood that benefits accrue only when TQM and JIT systems are implemented together.
The third distinguishing feature of a WCM is the idea of Total Productive Maintenance (TPM). Contrary to the traditional thinking that maintenance tasks to the direct workers themselves would offer numerous benefits. The

5. direct workers will have a sense of ownership of the process that they perform and will become aware of the problems associated with wrong usage/misuse of their facilities. It helps an organization maintain equipment so often and so thoroughly that it hardly ever breaks down, jams or misperforms during a production run.
In order to put the above three systems in place, it is necessary to break away from the rigid classification of the labour that is characteristic of a traditional manufacturer. The small improvement group may be performing some maintenance tasks. The group may have to be allowed to perform their own quality checks, and a certain degree of autonomy may have to be granted for scheduling and planning of their production tasks. As these may sound very unorthodox for the traditional mindset. Functional managers may have a feeling of losing control. Personnel managers may not like to brush themselves with the union. It may pose problems for the cost accountant because he may not know how to segregate the direct and the indirect components that he performs. Alternatively the cost accountant may wonder as to how to define direct labour. But the experience of the WCM organizations suggests that the net effect of this is a substantial gain to the organizations. This new prescription of the working life is defined as Employee Involvement.
The last feature which is seen to be common among WCM organizations is the simplicity with which they function. The best examples could be seen in the Toyota Production System (Ohno, 1992).The introduction of JIT, TQM, TPM, KANBAN system, fail proofing systems (Poka Yoke, Andon lights, etc.) and employee involvement have all contributed to the ideal of simplicity. As business grows, and as more varieties of the products are built, the manufacturing, management, and control systems will remain more or less with the same complexity.
LA FÁBRICA DE IVECO ASPIRA A CONVERTIRSE EN UNA DE LAS 10 MEJORES DEL MUNDO DEL GRUPO FIAT
Tipo: Noticia
Autor/es: J. Luis F. del Corral
Fecha de publicación: 12 de Noviembre de 2008
Periódico: elmundo.es
Enlace: http://www.elmundo.es/elmundo/2008/11/12/castillayleon/1226482798.html
Auditores japoneses evalúan 20 indicadores para concederle la medalla de bronce
Notable reducción de defectos, plazos de entrega y costes en los dos últimos años
Iveco es una gran desconocida en Valladolid y en Castilla y León. La fábrica del grupo italiano Fiat se prepara desde hace dos años para conseguir la medalla de bronce de la World Class Manufacturing (Fabricación de clase mundial), un certificado que permitirá a la factoría vallisoletana convertirse en una de las diez mejores de esta multinacional que cuenta con 178 plantas en todo el mundo.
El profesor emérito de la Universidad de Kyoto, Hajime Yamashina, encabeza hoy la visita de un grupo de auditores que supervisarán el cumplimiento estricto de veinte objetivos, cada uno con indicadores exigentes. Si la fábrica pasa entre hoy y mañana este examen, para el que se ha preparado en los últimos dos años, Turín, sede de la multinacional, verá en Valladolid un foco incuestionable de competitividad. "El futuro no depende sólo de esta medalla de bronce, pero la excelencia es un atributo necesario para su supervivencia", destaca Carlo Materazzo, director de la planta.
La plantilla vive con ilusión e implicación el proceso y la ambición por figurar entre los mejores del mundo. En España, sólo la fábrica asturiana del Grupo Arcelor tiene esta catalogación y este certificado de excelencia, fundamentado en la mejora continua de la producción e inspirado en el modelo japonés de Toyota.

6. Su consecución es un primer paso de la planta de Valladolid hacia la excelencia, a través del desarrollo de las competencias de las personas que trabajan en esta fábrica. "Esto nos permitirá mejorar nuestra competitividad. Pero el factor más importante es que esta competencia, extendida a los proveedores, permitirá después lograr un factor de competitividad más alto, porque no es solo la planta de Iveco la que será excelente, sino toda la cadena logística cliente-proveedores".
Para avanzar hacia la consecución de este premio, Iveco Valladolid ha tenido que cumplir, entre otras, tres ventajas competitivas muy claras: reducir entre un tercio y la mitad los defectos percibidos por los clientes, recortar a la mitad los plazos de entrega de los vehículos industriales desde la fecha del pedido y rebajar en un 10% determinados costes derivados de deficiencias o ineficiencias.
Cada semestre se produce una evaluación y hay esperanzas fundadas de que la de hoy puede ser la definitiva para subir al podio de los mejores. Sólo tiene que superar los 50 puntos sobre 100. La progresión ha sido geométrica. En mayo, Iveco-Valladolid logró 39 puntos, cuando un año antes sólo tenía 17. "En la fábrica se ha trabajado dos veces en los últimos años, una para hacer vehículos y otra para hacer World Class", afirma gráficamente el director de Recursos Humanos, Javier de Foronda.
Además, los avances en la lucha contra la siniestralidad laboral han sido también determinantes para conseguir este bronce. Iveco está ganando la batalla en seguridad. Hasta el momento, en 2008 no se ha producido ningún accidente grave y los leves (con bajas de menos de 20 días) han descendido en casi un tercio.
La actual fábrica de Iveco de Valladolid fue fundada en 1957 por el italiano Francisco Scrimieri Margotti con un capital de 24 millones de pesetas y bajo la denominación Sociedad Anónima de Vehículos Automóviles (SAVA). Iveco se encuentra inmersa en un expediente de regulación de empleo, consecuencia de la crisis económica y de su impacto en la actividad industrial. Esta planta fabrica las dos versiones de las furgonetas Daily, ambas adaptadas al transporte de 3,5 a 6,5 toneladas. En España, la multinacional tiene otros dos centros de producción, uno en Madrid y otro en Barcelona. El de Valladolid representa el 37,5% de la producción total.
Coincidiendo con este examen de excelencia, el vicepresidente económico de la Junta, Tomás Villanueva, visitó este martes día 11 la fábrica de Valladolid. Villanueva destacó su interés de "estar al lado de las empresas" de la automoción de la Comunidad, en un momento de "dificultad" provocado por la reducción del consumo en los mercados.
La fábrica está ahora implicada en un proceso irreversible de mejoras, que supone un nuevo modelo de producción, una nueva estrategia industrial y una nueva cultura empresarial: facilitar que sean los propios operarios los que sugieran las soluciones, las fórmulas de ahorro y las mejoras de la productividad.
La planta vallisoletana ha establecido en sus tres áreas un proceso que empieza con la definición de la deficiencia o tipo de pérdida, establece la herramienta para resolverla, precisa el coste que supone la corrección y los fondos que la compañía recupera al resolverla. El balance de los diez primeros meses de 2008 es elocuente. Las 758 acciones de mejora que suponen para la compañía más de 1.000 euros de ahorro le han supuesto un "beneficio" de 4,1 millones de euros, casi el 8% de la producción anual.
IVECO VALLADOLID SE CONSOLIDA COMO PRIMERA DE LAS 62 FÁBRICAS DE CNH INDUSTRIAL EN EL MUNDO
Tipo: Noticia
Autor/es: Desconocido
Fecha de publicación: 3 de Septiembre de 2014
Periódico: El Norte de Castilla
Enlace:http://www.elnortedecastilla.es/economia/motor/201409/03/iveco-valladolid-consolida-como-20140903130605.html
La producción de la planta en el primer semestre ha sido de 20.246 unidades del furgón Daily, a solo cuatro mil de las fabricadas en todo 2013
La planta de Iveco en Valladolid ha vuelto a mejorar su eficiencia industrial y se consolida como la primera de las 62 fábricas de CNH Industrial en todo el mundo, según la última auditoría del sistema de gestión industrial World Class Manufacturing (WCM), que analiza periódicamente todas las plantas del grupo y que se realizó a finales de agosto. Valladolid ha conseguido la misma puntuación (68) que la planta de motores de FPT Industrial en Bourbon Lancy (Francia), también del grupo CNH Industrial, consiguiendo una mejor posición en los apartados técnicos que se evalúan en cada auditoría y que son más difíciles de perfeccionar.
Desde que se incorporó al proceso de mejora continua WCM, en 2007, la planta de Iveco en Valladolid ha realizado una progresión permanente en su eficiencia industrial, consiguiendo la máxima puntuación entre las fábricas del

7. grupo CNH Industrial en seguridad, calidad, mejoras medioambientales, mantenimiento de maquinaria o compromiso e involucración de los trabajadores en el proceso de mejora continua, según informa la compañía en un comunicado.
En la evaluación realizada hace unos días, la planta de Valladolid no sólo mantuvo los niveles conseguidos previamente sino que también mejoró su puntuación en el apartado 'Claridad de Objetivos' (Clarity of Objectives), alcanzando el nivel 4. Este excelente resultado confirma que se ha conseguido involucrar a los trabajadores en el conocimiento de los objetivos de competitividad, calidad e incluso financieros marcados para la planta.
El sistema de gestión industrial World Class Manufacturing (WCM) se basa en 20 criterios de evaluación de las factorías, denominados 'pilares', 10 técnicos y 10 de gestión, que tienen como objetivo optimizar todos los procesos de producción y logística, mejorar la calidad del producto, reducir los costes de fabricación y aumentar la productividad, además de alcanzar la flexibilidad necesaria para responder rápidamente a las exigencias del mercado. El análisis de esas mejoras se realiza de forma periódica a través de una auditoría de las instalaciones industriales.
La planta de Iveco en Valladolid, en la que trabajan más de 1.000 personas, produce el modelo Daily en versiones furgón y chasis cabina. Actualmente está en marcha un plan industrial con el objetivo de prepararla para la producción del Nuevo Daily bajo los criterios de WCM. En 2013 fabricó 24.351 unidades del modelo Daily, un 7,4% más que el año anterior y exportó el 91%. En el primer semestre de 2014 la producción de la factoría fue de 20.246 unidades.
IMÁGENES
Marcas reconocidas como Clase Mundial
El templo de la Fabricación de Clase Mundial

8. Los siete pasos de un pilar técnico
VÍDEOS
1. Visión global de los beneficios de la filosofía de Fabricación de Clase Mundial
http://www.youtube.com/watch?v=c8AAXsNOO7A
2. Toyota – Fabricación de Clase Mundial
http://www.youtube.com/watch?v=P-QxtakRacI
3. Chrysler – Fabricación de Clase Mundial
http://www.youtube.com/watch?v=BNHT3kStYyM
CUESTIONES
• ¿Qué significa “Clase Mundial”?
• ¿Qué es Fabricación de Clase Mundial?
• ¿Qué ventajas aporta esta filosofía a la empresa?
• ¿Cuáles son los pilares de la Fabricación de Clase Mundial?
• ¿Qué metodologías emplea esta filosofía para alcanzar los objetivos?
• ¿Cómo se implanta un pilar para lograr alcanzar la Fabricación de Clase Mundial?
• ¿Qué papel juegan los operarios en una empresa con esta filosofía?
PROBLEMA
Sois un equipo de trabajo especializado en la mejora continua, que lleva a cabo su actividad en una empresa que se dedica a la fabricación en flujo continuo de cierto material deportivo. En un determinado momento entra en vuestro mercado una empresa oriental que, a pesar de que produce con peor calidad, está empezando a ganar bastante cuota de mercado, ya que venden a un precio más económico. Vuestra empresa debe reaccionar para no tener problemas de viabilidad a medio plazo. Por eso, la dirección os solicita que busquéis una forma de mejorar la competitividad de la empresa con el fin de seguir siendo líderes en vuestro mercado.
Aprovechando vuestros conocimientos sobre el World Class Manufacturing, queréis proponer la implantación de esta metodología en la empresa. Sin embargo, tan sólo tan sólo dispondréis de cinco minutos de su tiempo para que les hagáis una presentación con la que convencerles para que den el visto bueno. En ese tiempo deberéis tratar de conseguir convencer a los directivos ¡¡Buena Suerte!!