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2016 | Book

The Bel Case Read chapter Read first chapter

WCOM (World Class Operations Management)

Why You Need More Than Lean

Editors: Carlo Baroncelli, Noela Ballerio

Publisher: Springer International Publishing

Part of: Springer Professional "Wirtschaft+Technik" , Springer Professional "Wirtschaft"

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About this book

This book deals with World Class Operations Management (WCOM), detailing its principles, methods and organisation, and the results that this approach can bring about. Utilising real-world case studies illustrated by companies that have adopted this model (interviews with Saint-Gobain, L’Oréal, Tetra Pak, Bemis, and Bel Executives), it describes common patterns drawn from decades of hands-on experience, so as to present a theoretical approach together with the concrete application of its principles.

WCOM, adopted by several multinational companies, is one of the more innovative management practises, as it integrates the best Continuous Improvement approaches (Lean, Total Productive Management, World Class Manufacturing) as well as the most innovative approaches in human dynamics like Change Leadership, Performance Behavior, Shingo Model, to name a few.

Maximising reader insights into the successful implementation of such an approach, and explaining not only its potentialities, but also its implementation dynamics, the critical points and the ways it can be integrated into different situations, this book is also about how to create a culture of excellence that is sustainable over a long period of time and delivers consistent (or ever-improving) results.

Table of Contents

Frontmatter

Cases and Best Practices

Frontmatter
Chapter 1. The Bel Case
Abstract
This chapter describes the BEL Group experience in implementing its transformation journey. We will discover the expectations, the obstacles met, the opportunities developed, the results and key learnings achieved.
Hubert Mayet
Chapter 2. The Bemis Case
Abstract
At the time that Bemis started its strategy had three main initiatives: Customer Intimacy, Innovation and Operational Excellence. The current theories said that most companies had to choose one of them: either to be customer oriented, or low cost producer or innovative, but Bemis decided that the three of them could be implemented providing to have the right strategy for each one...
Thomaz P. Gruber
Chapter 3. L’Oréal Case
Abstract
The story started about ten years ago, when the strategy of the group L’Oréal was established for the conquest of a new billion consumer worldwide. Knowing that one billion consumers are what we already reach in sales, this would have meant roughly doubling the production capacity... and that’s where we started from.
Eric Wolff
Chapter 4. The Saint-Gobain Case
Abstract
Saint-Gobain boasts 350 years’ experience and is composed by four business sectors: Innovative Materials, Construction Products, Building Distribution, Packaging. The decision to adopt WCM goes back to September 2006, when a strategic top management meeting was held in Saint-Gobain and the WCM program was sponsored for the first time...
Yannick Courtial
Chapter 5. The Tetra Pak Case
Abstract
This chapter describes the Tetra Pak Group experience in implementing its transformation journey. We will discover the expectations, the obstacles met, the opportunities developed, the results and key learning achieved.
Giovanni de Filippo

The WCOM™ Model

Frontmatter
Chapter 6. Intro to WCOM™, Why and What: The Loss Concept
Abstract
The cases described in the previous pages reveal that some organisations do better than others. Success for these organizations is not limited to a few years of growth; these businesses demonstrate long trends of success and are consistently outstanding in their performance. Let’s discover why ...
Carlo Baroncelli
Chapter 7. Strategy Deployment
Abstract
How to translate the company strategy into a strategy for operations? What is the management process required to translate strategy into concrete actions? Before analysing the concept of Loss and Loss Intelligence, the core of the WCOMTM program, it is necessary to analyse the bigger picture of which Operations are an essential part, providing an answer to these questions.
Giorgio Merli, Gaia Zampaglione
Chapter 8. The Three Phases of WCOM™
Abstract
How should you conduct the quest for zero losses? Given that we identified loss as the central enemy in the war, it is necessary to devise a management system to fight this war.
Carlo Baroncelli
Chapter 9. The WCOM™ Organisation: Teamwork, Performance Control, Pillars and Driving System
Abstract
As discussed in the previous sections, the WCOM™ system provides a company with the proper framework for instilling a new methodology of Operations. Such framework helps to sustain the Operational Excellence Management System by creating a “Loss-attack based organization” to win the “War on Losses”. The main components for successful sustenance are efficient teamwork, a quick and reactive Performance Control System consisting of daily management, a Pillar System and a Driving System. This new operational system revolves around the development of a company’s personnel capabilities, stressing the importance of creating and maintaining a true team culture where everyone is on the same page.
Carlo Baroncelli
Chapter 10. WCOMTM in R&D
Abstract
When we think about WCOM™ in R&D we should focus on the effects (influence) of design on life cycle cost (or profit) rather than the pure cost of research and development activities. Productivity in R&D processes can be doubled. Innovation portfolio profitability can be strongly improved. The fast change rate of market needs requires an acceleration of time-to-market and Optimization of life cycle cost. The Velocity of R&D process must be sufficient to keep the pace of market needs evolution. The pillars of WCOM™ in R&D enable both acceleration and effectiveness. WCOM™ in R&D is the next competitive edge.
Mario Galassini
Chapter 11. WCOMTM in Supply Chain
Abstract
Supply Chain is now at the forefront of business, satisfying customer needs and delivering top line growth. Cost competitiveness and elimination of waste in the supply chain remain as important as ever. WCOM™ techniques applied to the end to end supply chain allow an organization with their trading partners, to maximize value-added and execute excellently. It also helps build new skills, competencies and leadership behaviors that supply chain managers need if they are to succeed in the future.
Clive Geldard
Chapter 12. WCOM™ in Procurement
Abstract
Procurement has profoundly changed in the last two decades, and so did cost management, in the wider meaning of strategic and operational optimization of the overall spend. In particular, some of the most recent trends emphasize the increasing relevance attributed to procurement and cost management in the perspective of Operational Excellence. In the following chapter a comprehensive approach to these domains is presented, with a particular focus on loss eradication through the value chain.
Andrea Montermini
Chapter 13. WCOM™ Business Process Excellence
Abstract
In the Continuous Improvement arena for manufacturing companies a new challenge is becoming more and more important to gain sustainable advantages: achieve world class operational level in activities that occur in the offices rather than only in the factories. In fact, why are strategists, methodologists, and the best thinkers and initiators of continuous improvement initiatives—after several generations of programs that ushered in a bona fide second industrial revolution—now concentrating on so-called “knowledge-based” processes?
Francesco Lecis
Chapter 14. Implementation
Abstract
In this chapter we discuss how to introduce WCOMTM as a permanent management system and not simply as a project with a certain end.
Carlo Baroncelli
Chapter 15. History of TPM and JIPM: The TPM Awards From the Japan Institute of Plant Maintenance (JIPM)
Abstract
This chapter illustrates the history of TPM and JIPM and explains the TPM Awards From the Japan Institute of Plant Maintenance (JIPM).
Tsutomu Nakamura

The Human Side

Frontmatter
Chapter 16. The Human Dynamics in WCOM™
Abstract
Excellence in an organisation can become a permanent achievement only if a fertile working climate has been produced and is maintained every day as the most beloved garden. This can be  done only by very motivated people. A corporate culture that considers respect for individuals, improvement, cooperation and interdependence as vital values is perceivable at a glance looking at the organisation environment and layout, participating in a meeting, observing a conversation between a leader and an employee, dropping-by for a coffee at the corner coffee machine. Corporate culture can be the strongest defender of the Human Capital or its biggest enemy.
Rajinder Singh
Chapter 17. Change Management and Leadership
Abstract
If you look at Lean, Six Sigma, TPM and other methods they are often described from a practical engineer’s standpoint, and less from a leadership standpoint. There is less written on how to lead them, and what a good factory leader does to facilitate the success. One of the most important parts of leadership is that people want to go with you. A leader creates desire to go somewhere, the vision of where to go, and because you are creating desire, you have to have, in the way you behave, a manner of relating to people that makes them interested, that talks to them. Without that you are more of a manager. Mark Goodwin
Mark Goodwin
Chapter 18. Performance Behavior
Abstract
What is missing in most of the Improvement approaches of the last sixty years is the focus on behaviour: specifically the assumption that behaviour can be measured and changed, in alignment with the organisation’s targets. This is what will be explored in this chapter.
Neil Webers
Chapter 19. Shingo Model
Abstract
How does an organization know the ideal direction to take in a given situation? How should an employee behave under an unpredicted or abnormal circumstance? Is there a reference or true north guide that can help an organization to reach for ideal or perfection over time? Through careful research and analysis over the years, the folks at the Shingo Institute began to see key common elements to those organizations that were able to achieve truly sustainable results versus those that experienced success only to have it slip away over time. Through that research, they were able to define ten fundamental principles that are essential to any organization, regardless of industry, country of operation, whether for-profit or not-for-profit.
Mark Baker
Chapter 20. TWI (Training Within Industry)
Abstract
TWI stands for “Training Within Industry” and it is a set of training programmes created during World War II by the United States Bureau of Training, within the War Manpower Commission. TWI principles are so universal that they go beyond the initial perimeter, the industrial environment, and the specific relationship they focused on: the supervisor-worker relationship. In fact TWI applies to all levels of any organization, from the front line leaders to top management of the organization. The five needs of a supervisor can be today considered the five basic needs of any person whose job is to get results from people working with him/her.
Rajinder Singh, Noela Ballerio

Conclusion

Frontmatter
Chapter 21. Key Patterns for a Common Approach
Abstract
The sample of the organisations that were interviewed in the first chapter of this book can be considered meaningful in the world stage. These organisations go from B2B to B2C, with headquarters in Europe and in America, sites and markets across five continents, more than 1000 plants worldwide, more than 300,000 employees and about 100 Billion € Turnover. The findings inferred by the interviews’ synthesis show that a modern Operational Excellence system requires a single harmonised management model based on five key elements which are detailed in this chapter.
Noela Ballerio, Carlo Baroncelli
Backmatter
Metadata
Title
WCOM (World Class Operations Management)
Editors
Carlo Baroncelli
Noela Ballerio
Copyright Year
2016
Electronic ISBN
978-3-319-30105-1
Print ISBN
978-3-319-30104-4
DOI
https://doi.org/10.1007/978-3-319-30105-1