Maskells model for World Class Manufacturing

1. WORLD CLASS MANUFACTURING:
MASKELL’S MODEL
PRESENTED BY :-
Ch Amaresh Prusty
Anuranjan Kumar
Shruti Bund
Umang Shrivastav
Varun Ranawat
GROUP-3

2. WORLD CLASS MANUFACTURING:-
• World-Class manufacturing is the goal of achieving and sustaining World-
Class competitiveness through manufacturing excellence, attained through
best practices.
• World Class Manufacturing Organisations consistently deliver exceptional
performance, frequently in excess of expectations.
• Objectives of Global production /operation
 – Reduce costs ( labour, taxes, tariffs etc)
 – Reduce risks (foreign exchange)
 – Improve supply chain
 – Provide better goods and services
 – Attract new markets
 – Learn to improve operations
 – Attract and retain global talent

3. MASKELL’S MODEL OF WCM:-
According to Maskell, World-Class manufacturing generally includes the,
following:
• A new approach to product quality.
• Just-in-time (JIT) production techniques.
• Change in the way the workforce is managed; and
• A flexible approach to customer requirements

4. MASKELL’S MODEL OF WCM:-
• World-Class manufacturing approach emphasises on the resolution of the
problems that cause poor quality, rather than mere detection of those
problems.
• To resolve the root causes of quality problems so that the company can
ideally achieve zero defects or 100 per cent quality.
• The new approach is that quality control responsibility is placed on floor
with the production operators.
• The operators are responsible for doing their own quality control and a
'pride of ownership' attitude is fostered.
• The purpose of JIT manufacturing is to change the production so that
inventory not immediately required for production is eliminated.

5. MASKELL’S MODEL OF WCM:-
The goal is achieved by:
• Change of the shop-floor layout to reduce the movement of materials.
• Reduction in production set-up times so that products can be made in
very small batches
• Synchronizing the manufacturing process so that sub-assemblies and
components are available just when they are needed and not" before or
after.
• Creating mutually beneficial relationships with suppliers, using
techniques such as single sourcing, certification and openness.
People management is the most difficult problem to solve when introducing
World-class manufacturing, as it requires fundamental changes in
management style and philosophy.

6. MASKELL’S MODEL OF WCM:-
Some of the new approaches to the management of people are:
• Transfer of Responsibility: A World-Class manufacturer should give
operators greater control of their daily work. They will have prime
responsibility for product quality, scheduling preventive maintenance and
for attaining production targets.
• Education and Cross-Training: World-Class manufacture spends lot of
time and money to educate their employees in areas such as JIT
manufacturing, quality control and customer service as well as train them to
do a wide range of tasks within the production plant. This cross training of
people allows greater flexibility because operators can be moved between
tasks.

7. MASKELL’S MODEL OF WCM:-
• Problem-Solving and Quality Circles: The purpose of quality circles is
to have every employee involved in solving production (and other)
problems. These programmes have been very successful in many companies
because they create an environment of team involvement and common
cause, which enables people, who previously had very little opportunity to
contribute, to become innovative and resourceful problem-solvers.

8. MASKELL’S MODEL OF WCM:-
As for flexibility, there are two aspects of flexibility that are important:
• Production Flexibility: It is achieved when the company can offer short
lead times, when the product mix within the plant can be changed
significantly from day to day, and when people within the plant are cross-
trained to manufacture a wider range of products.
A company that can offer this level of flexibility to its customers (without a
price penalty), has a significant competitive advantage.
• Design Flexibility: It is related to the company's ability to introduce new
products and modifications to current products. A company must be able to
understand the current and future needs of its customers, to develop
innovative products and to get those products to the market place quickly.