Improving Operations Performance With World Class Manufacturing Technique: A Case in Automotive Industry

Chapter 1
Improving Operations Performance

with World Class Manufacturing Technique:
A Case in Automotive Industry
Fabio De Felice, Antonella Petrillo and
Stanislao Monfreda
Additional information is available at the end of the chapter
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1. Introduction
Global competition has caused fundamental changes in the competitive environment of
manufacturing industries. Firms must develop strategic objectives which, upon achieve
ment, result in a competitive advantage in the market place. However, for almost all manu
facturing 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 constant
ly evolving in order to stay ahead of competition [1]. 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. In addition to innovation as a mode for
continued growth and change, there are many other vehicles for growth in the manufactur
ing industry [2], [3]. 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 in
tegrating WCM include increased competitiveness, development of new and improved tech
nology and innovation, increased flexibility, increased communication between
management and production employees, and an increase in work quality and workforce
2015 The Author(s). Licensee InTech. This chapter is distributed under the terms of the Creative Commons
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Operations Management
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 compa
ny to perform at a best-on-class level.
The aim of this work is to present establishments of the basic model of World Class Manu
facturing (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.
The chapter is organized as follows: Section 2 introduces World Class Manufacturing and
illustrates literature review, mission and principles of WCM, Section 3 describes Tools for
WCM with particular attention on their features and on Key Performance and Key Activities
Indicators and Section 4 describes the research methodology through a real case study in the
largest Italian automotive company. To conclude, results and conclusions are provided.
2. Literature review
Manufacturers in many industries face worldwide competitive pressures. These manufac
turers must provide high-quality products with leading-edge performance capabilities to
survive, much less prosper. The automotive industry is no exception. There is intense pres
sure to produce high-performance at minimum-costs [4]. 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 organiza
tions claim that they are world-class manufacturers. Indeed we can define world class man
ufacturing as a different production processes and organizational strategies which all have
flexibility as their primary concern [5]. For example Womack et al. [6] defined a lead for
quantifying world class. Instead Oliver et al. [7] observed that to qualify as world class, a
plant had to demonstrate outstanding performance on both productivity and quality meas
ures. 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 definition 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 [8].
When Schonberger first introduced the concept of World Class Manufacturing, the term
was seen to embrace the techniques and factors as listed in Figure 1. The substantial increase
in techniques can be related in part to the growing influence of the manufacturing philoso
phies 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 over
lap in some of the techniques, it is clear that relative to the elements that were seen as consti
tuting WCM in 1986, the term has evolved considerably.
Improving Operations Performance with World Class Manufacturing Technique: A Case in Automotive Industry
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Figure 1. The growth of techniques associated with the WCM concept
Figure 2. WCM Model by Schonberger
These techniques have been known for a long time, but with Schonberger, a perfectly inte
grated and flexible system was obtained, capable of achieving company competitiveness
with products of high quality. The WCM model by Schonberger is illustrated here above in
Figure 2.
According to Fiat Group Automobiles, World Class Manufacturing (WCM) is: a struc
tured 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 en
sure 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. The program is shown here below in Figure 3.
Figure 3. World Class Manufacturing in Fiat Group Automobiles
Fiat Group Automobiles has customized the WCM approach to their needs with Prof. Ha
jime 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 imple
menting 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 ap
plied 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 quick
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ly [9]. WCM is developed in 7 steps for each pillar and the steps are identified in three phas
es: reactive, preventive and proactive. In figure 4 an example of a typical correlation between
steps and phases is shown, but this correlation could change for each different technical pil
lar; 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.
Figure 4. World Class Manufacturing steps
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 manufac
turing 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 de
fined 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 un
derstand 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 Manufactur
ing 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 (Figure 5) 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.
Figure 5. Temple of WCM
Here below in Table 1 features for each technical pillars are illustrated.
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Technical Pillar
Why
Purpose
To reduce drastically the number of accidents.
SAF
Safety
Continuous improvement To develop a culture of prevention.

of safety
To improve the ergonomics of the workplace.

To develop specific professional skills.
To identify scientifically and systematically the main items of loss
CD
Cost Deployment
Analysis of the losses and in the system production-logistics business.

costs (losses within the
To quantify the potential economic benefits and expected.
costs)
To address the resources and commitment to managerial tasks

with greatest potential.
Priorities of actions to
FI
management the loss
Focused Improvement identified by the cost

deployment
To reduce drastically the most important losses present in the

system manufacturing plant, eliminating inefficiencies.
To eliminate non-value-added activities, in order to increase the
competitiveness of the cost of the product.
To develop specific professional skills of problem solving.
It is constituted by two pillars:
AM Autonomous Maintenance. It is used to improve the overall
efficiency of the production system through maintenance policies
AA
Continuous improvement through the conductors (equipment specialists).
Autonomous Activities of plant and workplace
WO Workplace Organization. It is develops to determine an

improvement in the workplace, because often the materials and
equipment are degrade; in particular because in the process there
are many losses (MUDA)to remove.
To increase the efficiency of the machines using failure analysis
PM
Professional
Maintenance
Continuous improvement
of downtime and failures
techniques.
To facilitate the cooperation between conductors (equipment
specialists) and maintainers (maintenance people) to reach zero
breakdowns.
QC
Quality Control
of customers needs
LOG
To ensure quality products.

To reduce non-compliance.
To increase the skills of the employees.
To reduce significantly the levels of stocks.
Logistics & Customer Optimization of stocks

Service
To minimize the material handling, even with direct deliveries

from suppliers to the assembly line.
EEM
Early Equipment
Management
EPM
Early Product
Management
Optimization of
To put in place new plants as scheduled.
installation time and costs To ensure a rapid start-up and stable.

and optimization of
To reduce the Life Cycle Cost (LCC).
features of new products To design systems easily maintained and inspected.
Technical Pillar
Why
Purpose
PD
People Development
ENV
of the skills of employees

and workers
To ensure, through a structured system of training, correct skills

and abilities for each workstation.
To develop the roles of maintenance workers, technologists,
specialists such as major staff training.
Continuous improvement To comply with the requirements and standards of environmental
Environment
ENE
Energy
environmental
management.
management and reduce
To develop an energy culture and to reduce the energy costs and
energy waste
losses.
Table 1. Description of pillars
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
3. The main tools for World Class Manufacturing: Features and description
WCM requires all decisions to be made based on objective measured data and its analysis.
Therefore, all the traditional data analysis tools such as scatter diagrams, histograms and
checklists are used. Thus, from literature survey it is inferred that it is not possible to use the
specific single tool to achieve world-class performance and address all the manufacturing
components. It is inferred that to address all the components of the manufacturing system
the following tools are necessary (see Table 2):
Main Tools
Description
It is a methodology for the description and the analysis of a loss
5G
phenomenon (defects, failures malfunctions...). It based on the facts

and the use of the 5 senses
It is used by the list of possible factors (causes, sub-causes) that give
rise to the phenomenon. For the 4M the causes are grouped into 4
4M or 5M
categories: Methods; Materials; Machines; Mans.

And for the 5M, there are the same 4M more the fifth that is the
environment.
It is used to achieve excellence through improvement of the workplace
5S
in terms of order, organization and cleanliness. The technique is based

on: Seiri (separate and order); Seiton (arrange and organize); Seiso
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Main Tools
Description
(clean); Seiketsu (standardized); Shitsuke (maintaining and
improving).
It is used to ensure a complete analysis of a problem on all its
5W + 1H
fundamental aspects. The questions corresponding to the 5 W and 1 H

are: Who? What? Why? Where? When? How?
It is used to analyze the causes of a problem through a consecutive
5 Whys
series of questions. It is applied in failures analysis, analysis of

sporadic anomalies, analysis of chronic losses arising from specific
causes.
AM Tag
WO Tag
PM Tag
It is a sheet which, suitably completed, is applied on the machine, in

order to report any anomaly detected.
It is a sheet which, suitably completed, is used in order to report any
anomaly detected for Workplace Organization
anomaly detected for Professional Maintenance.
It is used for classifying the events that have an impact on safety such
Heinrich Pyramid
as fatalities, serious, minor, medications, near-accidents, accidents,

dangerous conditions and unsafe practices over time.
SAF Tag
Equipment ABC Prioritization
Cleaning cycles
Inspection cycles
Maintenance cycles
Control cycles
FMEA-Failure Mode and Effect Analysis
Kanban
Kaizen
(Quick, Standard, Major, Advanced)
Two Videocamera Method

anomaly detected for Safety.
It is used to classify plants according their priorities of intervention in
case of failure.
Are used for activities on Autonomous Maintenance, Workplace
Organization and Professional Maintenance.
Are used for activities on Autonomous Maintenance and Professional
Maintenance.
It is used to prevent the potential failure modes.
It is a tag used for programming and production scheduling.
It is a daily process, the purpose of which goes beyond simple
productivity improvement. It is also a process that, when done
correctly, humanizes the workplace, eliminates overly hard work.
It is used to perform the video recording of the transactions in order to
optimize them.
10
Main Tools
Description
MURI Analysis
Ergonomic analysis of workstations.
MURA Analysis
Analysis of irregular operations.
MUDA Analysis
Analysis of losses.
Spaghetti Chart
Golden Zone & Strike zone Analysis
OPL (One Point Lesson)
It is a graphical used to detail the actual physical flow and distances

involved in a work process.
Analysis of work operations in the area that favors the handling in
order to minimize movement to reduce fatigue.
It is a technique that allows a simple and effective focus in a short time
on the object of the training.
SOP (Standard Operation Procedure)
Standard procedure for work.
JES (Job Elementary Sheet)
Sheet of elementary education.
Visual Aid
Poka Yoke
TWTTP (The way to teach people)
It is a set of signals that facilitates the work and communication within

the company.
It is a prevention technique in order to avoid possible human errors in
performance of any productive activity.
It is an interview in 4 questions to test the level of training on the
operation to be performed.
It is a technique for the investigation of events of interest, in particular
HERCA (Human Error Root Cause Analysis) accidents, which examines what happened researching why it
happened.
RJA (Reconditional Judgment Action
Analysis)
5Q 0D (Five Questions to Zero Defects)
Analysis of judgment, recognition and action phases at work.

Analysis of the process or of the equipment (machine) through five
questions to have zero defect.
It is a techniques enables designers to determine simultaneously the
DOE
individual and interactive effects of many factors that could affect the
output results in any design.
It is a collection of statistical models, and their associated procedures,
ANOVA
in which the observed variance in a particular variable is partitioned

into components attributable to different sources of variation.
PPA (Processing Point Analysis)
QA Matrix (Matrix Quality Assurance)
QM Matrix (Matrix Maintenance Quality)
It is used for restore, maintain and improve operational standards of

work by ensuring zero defects.
It is a set of matrices which shows the correlations between the
anomalies of the product and the phases of the production system.
It is a tool used to define and maintain the operating conditions of the
machines which ensure performance of the desired quality.
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Main Tools
QA Network quality assurance network
QuOA quality operation analysis
SMED (Single Minute Exchange of Die)
Rhythmic operation analysis
Motion Economic Method
Description
It is used to ensure the quality of the process by eliminating rework.
Preventive analysis of the work steps to ensure the quality.
It is a set of techniques to perform operations of development, set-up,
with a duration < 10 minutes.
Analysis of the dispersion during the work cycle.
Analysis used to evaluate the efficiency of movement and optimize
them.
It allows to highlight the waste of a process business, helping to
Value Stream Map
represent the current flow of materials and information that, in

relation to a specific product, through the value stream between
customer and suppliers.
Material Matrix
Classification of materials according to tree families A B - C and

subgroups.
It is a tool for quality improvement, which allows compare two pairs
X Matrix
of lists of items to highlight the correlations between a list, and the two
adjacent lists. X matrix to relate defect mode, phenomenon, equipment
section and quality components.
Table 2. Main Tools and description
3.1. Key Performance Indices and Key Activity Indicators

In World Class Manufacturing the focus is on continuous improvement. As organizations
adopt world class manufacturing, they need new methods of performance measurement to
check their continuous improvement. Traditional performance measurement systems are
not valid for the measurement of world class manufacturing practices as they are based on
outdated traditional cost management systems, lagging metrics, not related to corporate
strategy, inflexible, expensive and contradict continuous improvement [10]. To know the
world class performance, measurement is important because if you cant measure it, you cant
manage it and thus you cant improve upon it.
Here below in Table 3 is shown a brief report on different indices and indicators defined by
several authors in order to measure WCM.
However, some authors [15; 16] proposed only productivity as a measure of manufacturing
performance. Kennerley and Neely [17] identified the need for a method that could be used
for the development of measures able to span diverse industry groups. From this point of
view we would like to note that it is necessary to develop a more systematic approach in
order to improve a project and process. In particular, in WCM we can use two types of indi
cators: Key Performance Indicator (KPI) and Key Activity Indicator (KAI). KPI represents a
result of project improvement, e.g. sales, profit, labor productivity, equipment performance
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12
Authors
Indices/Indicators
Kodali et al. Wee and Quazi Digalwar and Metri

[11]
[12]
[13]
Broad management/Worker involvement
Utzig [14]
+
Competitive advantage
Cost/Price
Customer relations/Service
Cycle time
Engineering change notices
Facility control
Flexibility
+
+
Global competitiveness
Green product/Process design
Innovation and Technology

Inventory
+
+
Machine hours per part
Measurement and information management.

Morale
+
+
Plant/Equipment/Tooling reliability
Problem support
Productivity
Quality
Safety
Speed/Lead Time
Supplier management
Top management commitment
Total involvement of employees
Training
Table 3. Main indices/indicators defined by different authors
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rate, product quality rate, Mean Time to Failure (MTBF) and Mean Time to Repair (MTTR)
[18, 19]. KAI represents a process to achieve a purpose of project improvement, e.g. a total
number of training cycles for employees who tackle performance improvement projects, a
total number of employees who pass a public certification examination and an accumulative
number of Kaizen cases [20]. A KAI & KPI overview applied step by step is seen in Figure 6.
Figure 6. A KAI & KPI overview applied step by step
4. Industrial case study

The aim of this work is to present establishments of the basic model of World Class Manu
facturing (WCM) quality management for the production system at Fiat Group Automobiles
in order to make products of the highest quality eliminating losses in all the factory fields an
improvement of work standards. In fact, World Class Manufacturing is a manufacturing
system defined by 6 International companies including Fiat Group Automobiles with the in
tent to raise their performances and standards to World Class level with the cooperation of
leading European and Japanese experts and this includes all the plant processes including
quality, maintenance, cost management and logistics etc. from a universal point of view.
Thus, automotive manufacturing requires the ability to manage the product and its associat
ed information across the entire fabricator. Systems must extend beyond their traditional
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14
role of product tracking to actively manage the product and its processing. This requires co
ordinating the information flow between process equipment and higher level systems, sup
porting both manual and automatic interfaces. A case study methodology was used to
collect detailed information on division and plant strategic objectives, performance meas
urement systems, and performance measurement system linkages. The result of this re
search was to develop principles on strategic objectives, performance measurement systems
and performance measurement system linkages for improved organizational coordination.
The purpose of this study is to examine the relationship between division and plant per
formance measurement systems designed to support the firms strategic objectives and to
improve organizational coordination. We will focus our attention on the Cost Deployment
Pillar, Autonomous Activities/Workplace Organization Pillar and Logistics/Customers Serv
ice Pillar.
4.1. Company background

Fiat Group Automobiles is an automotive-focused industrial group engaged in designing,
manufacturing and selling cars for the mass market under the Fiat, Lancia, Alfa Romeo, Fiat
Professional and Abarth brands and luxury cars under the Ferrari and Maserati brands. It
also operates in the components sector through Magneti Marelli, Teksid and Fiat Powertrain
and in the production systems sector through Comau. Fiat operates in Europe, North and
South America, and Asia. Its headquarters is in Turin, Italy and employs over 137,801 peo
ple [21]. Its 2008 revenues were almost 59 billion, 3.4% of which were invested in R&D.
Fiats Research Center (CRF) can be appropriately defined as the innovation engine of the
Fiat Group, as it is responsible for the applied research and technology development activi
ties of all its controlled companies [22]. The group Fiat has a diversified business portfolio,
which shields it against demand fluctuations in certain product categories and also enables
it to benefit from opportunities available in various divisions.
4.2. Statement of the problem and methodology

The aim of the project is to increase the flexibility and productivity in an ETU (Elementary
Technology Unit) of Mechanical Subgroups in a part of the FGAs assembling process in the
Cassino Plant through the conventional Plan-Do-Check-Act approach using the WCM meth
odology:
- PLAN - Costs Analysis and Losses Analysis starting from Cost Deployment (CD) for the
manufacturing process using the items and tools of Workplace Organization (WO) and for
the handling process the Logistic and Customer Services (LOG) applications.
DO - Analysis of the non-value-added Activities; analysis of re-balancing line and analysis
of re-balancing of work activities in accordance with the analysis of the logistics flows using
the material matrix and the flows matrix. Study and realization of prototypes to improve
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workstation ergonomics and to ensure minimum material handling; Application of

countermeasures found in the production process and logistics (handling).
- CHECK Analysis of results in order to verify productivity improvement, ergonomic im
provement (WO) and the optimization of the internal handling (in the plant) and external
logistics flows (LOG). Check of the losses reduction according to Cost Deployment (CD).
- ACT - Extension of the methodology and other cases.
Here below is a description of the Statement of the Problem and methodology.
4.2.1. PLAN: Costs analysis and losses analysis (CD) for the manufacturing process (WO) and for the
handling process (LOG)
In this first part (PLAN) were analyzed the losses in the assembly process area so as to or
ganize the activities to reduce the losses identified in the second part of the analysis (DO).
Object of the study was the Mechanical Subgroups ETU - Elementary Technology Unit (in a
part of the Cassino Plant Assembly Shop). The aim of this analysis was to identify a pro
gram allowing to generate savings policies based on Cost Deployment:
Identify relationships between cost factors, processes generating costs and various types of
waste and losses;
Find relationships between waste and losses and their reductions.
In fact, in general a production system is characterized by several waste and losses (MUDA),
such as:
Non-value-added activities;
Low balancing levels;
Handling losses;
Delay in material procurement;
Defects;
Troubleshooting Machines;
Setup;
Breakdown.
It is important to give a measure of all the losses identified in process examination. The data
collection is therefore the key element for the development of activities of Cost Deploy
ment. Here below in Figure 7 an example of losses identified from CD from the Assembly
Shop is shown and in Figure 8 is shown an example of CD data collection regarding NVAA
(Non-Value-Added Activities) for WO (for this case study we excluded check and rework
losses) in the Mechanical Subgroups area. Finally Figure 9 shows Analysis of losses Cost De
ployment.
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Figure 7. Analysis of losses Cost Deployment Stratification of NVAA losses for Mechanical Subgroups ETU - Ele
mentary Technology Unit (figure highlights the most critical workstation)
Figure 8. Analysis of losses Cost Deployment Pareto Analysis NVAA Mechanical Subgroups ETU - Elementary Tech
nology Unit
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Figure 9. Analysis of losses Cost Deployment Pareto Analysis Line Balancing Losses or Insaturation on Mechanical
Subgroups ETU - Elementary Technology Unit
4.2.2. DO - Analysis of non-value-added activities, of the re-balancing line and analysis of re-balancing
of work activities
According to figure 9 and figure 10 were analyzed the losses regarding NVAA and Insatura
tion. In fact were analyzed all 4 critical workstations (because they have the worst losses)
and were identified 41 types of non-value-added activities (walking, waiting, turning, pick
ing....) in the various sub-phases of the production process. In Table 4 is shown some exam
ples of non-value-added activities analyzed (MUDA Analysis).
Some examples of standard tools used to analyze NVAA reduction (MUDA Analysis) for
the 4 workstations are shown here below in Figures 10, 11 and 12) job stratification (VAA Value Added Activities; NVAA Non-Value-Added Activities; LBL - Low Balancing Level;
EAWS - European Assembly Work Sheet Ergonomy); 2) Spaghetti Chart and 3) Kaizen
Standard.
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N Losses identified
Pick picking list for
Solution
Non-value-added activities identified
Complete hub sequencing
To pick
Pick the box for sequencing Complete hub sequencing
To pick
sequencing
Select sheets for the

different model
Pick sheets for the different

process
Pick identification sheet
Go to the printer to pick up

sticker
Unification of the sheets from 3 to 1
To select
To pick
To pick
Print sticker
To walk
Pick identification hub label Digital label with barcode
To pick
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N Losses identified
10
Throw liner nameplate into

the waste container
Pick equipment for reading

labels coupling
Combination of manual
pallet
Solution
Print labels directly onto sheet unified
To trow
Automatic reading
To pick
Automatic combination
To check
11
Use of a single box
Enabling a second workstation
To walk
12
Pick hub
Pick subgroup (hub+ damper
To pick
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14
Use of electrical equipment

through keyboard
Use of air equipment

through keyboard
New air equipment without keyboard
To arrange
New air equipment without keyboard
To wait
19
20
N Losses identified
Solution
Transport empty box hub

15
sequencing to put the full
To transport
To walk
To pick
box
16
17
Walk to the line side to pick

damper
Remove the small parts to

pair with damper
Transport empty box

18
damper sequencing to put
Complete damper sequencing
To transport
Pick subgroup (hub+ damper)
To pick
Select the work program
To select
the full box
19
20
21
Pick the hub and put on the

line
Select the work program for

the next workstation
Press the feed button for the

damper
Use a single workstation after the

sequencing of the subgroup in order to
To push
press a button once
Use a single workstation after the

22
Wait for the translational
sequencing of the subgroup and match
motion of the pallet
processing activities during the

translation of the pallet
Table 4. MUDA Analysis - NVAA
To wait
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Figure 10. Details of the 4 workstations
Figure 11. Spaghetti Chart Example
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Figure 12. Standard Kaizen analysis Example
Figure 13 shows the initial scenario analyzed to identify problems and weaknesses.
Figure 13. Details of the 4 workstations
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Figure 14. Material matrix example
At this point was assumed the new flow of the complete damper (corner) = damper + com
plete hub sequencing according to the material matrix considering losses relating to han
dling (material matrix classification see figure 14). The material matrix classifies the
commodities (number of drawings) in three main groups: A (bulky, multi-variations, expen
sive), B (normal) and C (small parts) and subgroups (a mixture of group A: bulky and multivariations or bulky and expensive etc.). For each of these groups was filled out the flow
matrix that defines the correct flow associated: JIS (and different levels), JIT (and different
levels) and indirect (and different levels). After identifying the correct flow, in the JIS case,
was built a prototype of the box (bin) to feed the line that would ensure the right number of
parts to optimize logistic handling. However, the new box (bin) for this new mechanical
subgroup must feed the line in a comfortable and ergonomic manner for the worker in the
workstation, for this reason was simulated the solution before the realization of the box (bin)
(see figure 15).
At the end of the Muda analysis (NVAA analysis) were applied all the solutions found to
have a lean process (the internal target is to achieve 25% of average NVAA losses) and was
reorganized the line through a new line balancing level (rebalancing) to achieve 5% of the
average line balancing losses (internal target). Another important aspect was the logistics
flows analysis (see figure 16) considering advanced warehouses (Figure 17). The simulation
scenario was defined using trucks from the Cassino plant warehouses that also feed other
commodities to achieve high levels of saturation to minimize handling losses.
At the end of the handling analysis (flow, stock level) thanks to this new lean organiza
tion of material matrix was used the correct line feed from the Just In Sequence warehouse.
It was reduced the internal warehouse (stock level), the space used for sequencing (square
metres), the indirect manpower used to feed the sequencing area and we obtained zero fork
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Figure 15. Simulation of an ergonomic workstation
Figure 16. Initial logistic flows
lifts on the shopfloor because we used the ro-ro (roll in - roll out) system. Figure 18 shows
the final scenario in which we have 1 operator instead of 4 operators.
4.2.3. Check Analysis of results to verify productivity and ergonomic improvement and optimization
of logistics flows
In detail the main results and savings can be summarized as follows:
http://dx.doi.org/10.5772/54450
Figure 17. Logistic flows considering advanced warehouses
Figure 18. Details of the final workstation
Productivity improvement +75% (Figure 19) direct labour;
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Ergonomics improvement +85% (Figure 20) according to the rest factor;

Optimization of logistic flows (Figure 21) according to the flow matrix.
Figure 19. Productivity optimization
Figure 20. Ergonomics improvement
http://dx.doi.org/10.5772/54450
Figure 21. Optimization of logistic flows
4.2.4. Act - Extension of the methodology and other cases

Future developments include the extension of the methodology to the entire plant. Here be
low in Table 5 we can see the activities and status adopted. to achieve the results shown in
the check. We used traditional tools and methodology for the analysis and new tools to
simulate the sceneries on the line and for the logistic problems we involved other resources
outside the plant (ELASIS and CRF - FIAT Research Center, Fiat Central Department and
Public Universities).
ACTIVITIES
NVAA Reduction
LBL Reduction
Ergonomics Improvement
Optimization of logistics flow
TOOL
STATUS
NVAA Std analysis
NVAA Database
Balance line
Check Saturation (Flexim Software/Plant simulation)
Jack Software
Excel Human Model
Value stream map
Check Saturation Flexim/Plant simulation
Table 5. Activities and status
5. Conclusions
A key industrial policy conclusion is that intelligently designed selective policies can be ef
fective in developing production systems. Intelligent industrial policies need to be shaped to
27
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respond to contingent factors which are specific to a sector, period and country. Fundamen
tally, it is not a question of whether these selective policies work, but under what circum
stances they work.
From this point of view, World Class Manufacturing is a key concept. This is the reason
why the concept constituting World Class Manufacturing has received considerable atten
tion in academic literature, even though it has been developed principally in relation to the
needs of larger scale manufacturing organisations. Regards our case study we can conclude
that WCM allows to reduce losses and optimize logistics flows. Thus, the main results can
be summarized as follows:
1.
greater efficiency because the inner product is cheaper because it is possible to use external
warehouses or suppliers - outsourcing - specialized and more cost-effective for the
company;
2.
greater flexibility because it is possible to work more models (in Cassino with these logical
sequencing and kitting there are 4 different model brands on the same assembly line: Alfa
Romeo Giulietta, Chrysler, Lancia Delta and Fiat Bravo;
3.
no space constraint (in this example we get only 1 container already sequenced line side)
Definitely the new process and the internal flows are very lean and efficient. In this case
study it was implemented a servo system using Low Cost Automation. This system ensures
only one picking point in order to have only one container at the side of the production line.
Acknowledgements
We would like to express our gratitude to Fiat Group Automobiles S.p.A. - Cassino Plant, to
the Plant Manager and his staff and other partner and organizations who gave us the possibility
to carry out the necessary research and use their data for the research project Infrastructures
of advanced logistics for the lines with high flexibility showed in tiny part, and briefly in this
case study.
Author details
Fabio De Felice1, Antonella Petrillo1* and Stanislao Monfreda2
*Address all correspondence to: a.petrillo@unicas.it
1 University of Cassino, Department of Civil and Mechanical Engineering, Cassino, Italy
2 Fiat Group Automobiles EMEA WCM Cassino Plant Coordinator, Cassino, Italy
http://dx.doi.org/10.5772/54450
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Improving Operations Performance With World Class Manufacturing Technique: A Case in Automotive Industry

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Chapter 1

Improving Operations Performance

Figure 1. The growth of techniques associated with the WCM concept

Figure 2. WCM Model by Schonberger

Figure 3. World Class Manufacturing in Fiat Group Automobiles

Figure 4. World Class Manufacturing steps

2.1. Mission and principles

2.2. Pillars: Description and features

Figure 5. Temple of WCM

Continuous improvement To develop a culture of prevention.

To improve the ergonomics of the workplace.

Analysis of the losses and in the system production-logistics business.

To quantify the potential economic benefits and expected.

To address the resources and commitment to managerial tasks

management the loss

Focused Improvement identified by the cost

To reduce drastically the most important losses present in the

Continuous improvement through the conductors (equipment specialists).

Autonomous Activities of plant and workplace

WO Workplace Organization. It is develops to determine an

To ensure quality products.

Logistics & Customer Optimization of stocks

To minimize the material handling, even with direct deliveries

To put in place new plants as scheduled.

installation time and costs To ensure a rapid start-up and stable.

To reduce the Life Cycle Cost (LCC).

features of new products To design systems easily maintained and inspected.

of the skills of employees

To ensure, through a structured system of training, correct skills

Continuous improvement To comply with the requirements and standards of environmental

management and reduce

To develop an energy culture and to reduce the energy costs and

Table 1. Description of pillars

phenomenon (defects, failures malfunctions...). It based on the facts

categories: Methods; Materials; Machines; Mans.

in terms of order, organization and cleanliness. The technique is based

fundamental aspects. The questions corresponding to the 5 W and 1 H

series of questions. It is applied in failures analysis, analysis of

It is a sheet which, suitably completed, is applied on the machine, in

as fatalities, serious, minor, medications, near-accidents, accidents,

Equipment ABC Prioritization

Two Videocamera Method

It is a sheet which, suitably completed, is used in order to report any

Ergonomic analysis of workstations.

Analysis of irregular operations.

Golden Zone & Strike zone Analysis

OPL (One Point Lesson)

It is a graphical used to detail the actual physical flow and distances

SOP (Standard Operation Procedure)

Standard procedure for work.

JES (Job Elementary Sheet)

Sheet of elementary education.

TWTTP (The way to teach people)

It is a set of signals that facilitates the work and communication within

Analysis of judgment, recognition and action phases at work.

in which the observed variance in a particular variable is partitioned

PPA (Processing Point Analysis)

QA Matrix (Matrix Quality Assurance)

QM Matrix (Matrix Maintenance Quality)