Which companies should use World Class Manufacturing programmes?
Similar to Total Productive Maintenance, WCM belongs to the group of Operational Excellence programmes, which are designed for companies that manufacture products in a continuous, mass, high-volume system, as well as organisations that maintain extensive machinery.
This is an approach chosen by companies that, in the long term, wish to control their development, strengthen their market position, increase the level of security, and provide their employees with an attractive working environment while aiming at changing the organisational culture.
A key element is striving for total elimination of losses by implementing new processes and with them, continuous improvement tools.
We draw our knowledge from the Source
An important value of 4Results is acquiring knowledge at the source. The Shingo Model was developed based on the experience of Dr. Shigeo Shingo and the Operational Excellence programmes led by American researchers.
4Results’ partners – Izabela Starnawska and Ireneusz BiliĹ„ski – became certified trainers in the field of Shingo philosophy. Thanks to this, in May 2018,
4Results became the only licensed SHINGO INSTITUTE Partner in Poland,
which means that it may also promote Shigeo Shingo’s achievements.
Why do companies decide to implement the Shingo Model?
Enterprises are constantly seeking opportunities to achieve stable growth that gradually gives increasingly better business results. This is possible only when the management, on a daily basis, allows all employees to seek improvement, i.e. changes, both smaller and larger ones. The application of the Shingo Model allows us to develop and permanently implement a unique management culture that’ll secure the company’s strong position on the market for many years to come.
The problem faced by enterprises that have already implemented operational excellence programmes is the lack of sustainability and consistency of changes in the culture of employees. The implemented changes disappear as staff turns over or with time. For companies, this means a misplaced investment in terms of finances, time and personnel. The introduction of the Key Shingo Principles to an organisation’s culture prevents such outcomes. This is important, because every failed implementation reduces motivation and faith in the chosen course of action.
In cooperation with the Shingo Institute, 4Results shapes the culture of the organisations, enabling them to strive for Operational Excellence. Is it worth it? Organisations that manage to achieve this strive for more. They set new goals in the form of applying for the Shingo Prize. According to BusinessWeek, this is the Nobel Prize of the manufacturing companies sector. You can learn more about the Shingo Prize here.
Key Principles of the Shingo Model
The Shingo Model is the result of several decades of work and hundreds of projects implemented in manufacturing companies to develop universal methods of achieving Operational Excellence. The Model involves shaping the company’s philosophy, because Shingo implementation projects cover virtually the entire organisation – from its culture to the management system and the tools used.
If you’d like to learn more, please let us know – we’ll give you a free Shingo Booklet (in Polish or English).
Shingo Workshop series
The Shingo Institute has developed a programme of workshops designed for organisational leaders, combining both a clear presentation of the theoretical side of the Shingo philosophy as well as practically teaching to recognise and shape employee behaviour in a real company and production hall.
It's a unique experience.
Discover it for yourself by participating in the first of the Discover Excellence Workshop series!
Key Principles of the Shingo Model
Warsztat Discover Excellence po raz pierwszy w Polsce!
14 – 15 marca odbędzie się dwudniowy Warsztat Discover Excellence, który poprowadzą licencjonowani trenerzy Izabela Starnawska, oraz Ireneusz Biliński.
Warsztat odbędzie się w Wieluniu (częściowo zostanie zrealizowany w firmie Wielton). To pierwszy tego rodzaju event w Polsce i możliwość zdobycia unikalnych doświadczeń dla uczestników. To dla nas ogromna radośc, zaszczyt, ale i wyzwanie – móc zrealizować przedsięwzięcie, które w tak wysokim stopniu wpływa na osiągnięcia przedsiębiorstw oraz liderów, którzy na co dzień nimi kierują.
Gościem specjalnym Warsztatu będzie Ken Snyder – Executive Director w Shingo Institute.
Obiecujemy dostarczyć relację z tego, jak było! A jeśli chcesz wziąć udział w Warsztacie, daj nam znać, rejestrując się tutaj:
WCM/TPM in numbers:
up to
%
increase in efficiency
up to
%
reduction of waste
up to
%
failure reduction
+
people trained
The philosophy of the TPM programme:
Total
Comprehensiveness – the programme covers the entire organisation and builds the engagement of all employees.
Productive
Productivity – we implement a culture of maximum productivity and efficiency.
Maintenance
Maintenance and improvement – we ensure the expected results thanks to continuous optimisation of machinery.
WCM/TPM means zero tolerance for:
Failure
we ensure optimal traffic maintenance
Product defects
we implement workflow to ensure high quality
Accidents
we introduce high safety standards in the organisation
WCM/TPM projects are divided into the following stages:
Analysis of the organisation's potential
We check the company in terms of the feasibility and cost-effectiveness of implementing WCM/TPM or in terms of the assessment of the company’s performance in a WCM/TPM programme it has introduced – we identify gaps by auditing the WCM/TPM elements. As a result of the analysis, we’re able to recommend specific actions for implementation or support in the WCM/TPM programme realised in the company.
Strategic workshops and WCM/TPM consultations
Together with the management board and production leaders, we hold sessions during which we develop assumptions, directions and goals for production optimisation. At this stage we sometimes clarify the strategy together. In some situations, strategic workshops are held before the potential analysis. Sessions with managers are a key element complementing the WCM/TPM implementation programme. We also provide consulting services to large organisations that implement WCM/TPM independently and need support in specific elements of the programme.
Developing a WCM/TPM strategy
- we define your strategic needs in terms of productivity, costs, quality, safety, human resources, deliveries and innovation,
- we define key programmes (Must Win Battle) and indicators to measure effectiveness,
- we schedule specific actions related to with key processes in the company,
- We define tasks and responsibilities for entrusted processes and activities.
Cascading a WCM/TPM strategy
We help develop strategic goals for the organisation: we set key projects and choose methods to measure success using tools such as the Balanced Scorecard.
Implementation of tailor-made programmes
We support planned, long-term implementation of the WCM/TPM strategy in the organisation at all levels of the company and in all areas (pillars) of WCM/TPM. We help you through 12 stages of WCM/TPM organisational development (according to JIPM), of which five include programme preparation, one sets the start of the implementation, and the six remaining ones cover implementation activities.
Implementation of selected WCM/TPM elements
We provide the necessary assistance in implementing selected elements of WCM/TPM in the organisation, as an external partner on your path of continuous improvement of the company.
WCM/TPM training and skills development
During the programme, we offer comprehensive training support in the preparation of trainers and the development of WCM/TPM competences at all stages of implementation and at every level of the organisation.
Reference visits to our WCM/TPM clients
Companies considering implementing the WCM/TPM strategy in their organisation may take advantage of reference visits to our clients who are enjoying benefits and great results thanks to WCM/TPM.
COMPREHENSIVE WCM/TPM PROGRAMMES ARE IMPLEMENTED IN EIGHT PILLARS:
Learn about the results and benefits of implementing WCM/TPM Operational Excellence programmes:
- elimination of all types of losses,
- implementation of a work culture focused on pursuing greater productivity (focused improvement), team problem solving and a common concern for the working environment,
- implementation of competences in the production team that ensure continuous care for the machines used (Autonomous Maintenance, Planned Maintenance),
- HR development focused on business goals (people development/education & training) at all levels of the organisation,
- optymalizacja i doskonalenie procesĂłw utrzymania ruchu w oparciu o eliminacjÄ™ strat (KAIZEN),
- optimisation and improvement of maintenance processes based on the elimination of losses (KAIZEN),
- shortening the time taken for the company to implement new products and devices,
- a significant reduction of the time taken to integrate new employees to work while minimising the accompanying losses,
- improved efficiency of the office, service and production-support areas,
- minimising the risk of accidents, creating a friendly, safe and competitive work environment.
Examples of results from WCM/TPM programmes:
+
%
OEE - packaging lines
-
%
failure reduction
-
%
reduction of quality defects
x
more ideas per employee
+
%
OEE - process lines
-
%
reduction of complaints
-
%
reduction of accidents
-
%
reduction of micro-holds
World Class Manufacturing - the way to Total Productive Maintenance awards
What companies say about TPM:
The implementation of the Autonomous Maintenance project resulted in fantastic cooperation between the production and technical departments in our factory. We have increased the overall OEE indicator by around 5%, which means that with the same resources, we're able to pack a lot more product – up to several hundred tonnes.
Seweryn Chmiel
Member of the Board at the company Przedsiębiorstwo Przemysłu Chłodniczego Fritar S.A
Together with 4Results, as part of the TPM programme, we have increased our OEE (overall equipment effectiveness) by as much as 20%. At the same time, we reduced the time needed to clean the machines by 20%. This means that with the same resources, we're able to increase the production volume or introduce new products to the offer.
Mirosława Podszucka
Plant Director Iglotex SkĂłrcz
Clients using elements of the WCM/TPM strategy:
