World Class Manufacturing is a process-driven approach to improving manufacturing operations. It is often confused to mean standards of quality and image such as Rolls-Royce or Rolex.
It is in direct conflict with traditional capacity-driven manufacturing mentality found in western culture. The implementation will often surface resistance to change and "we've alway done it this way" arguments. The worse resistance is usually found in lower and middle management, but can also can be found in the mindset of workers as well. A case for change has to be created along with high employee involvement.
Capitalization is also a major issue when new equipment is required for quick changeover, faster cycle times, and flexibility in operations. Executives may take a piecemeal approach to save on investment costs as an alternative and find themselves disappointed with the lesser results.
Just like anything else, World Class Manufacturing is no panacea, nor should it be embraced as a religion. It is an operational strategy that, if implemented properly, will provide a new dimension to competing: quickly introducing new customerized high quality products and delivering them with unprecedented lead times, swift decisions, and manufacturing products with high velocity.
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