World Class Performance 

Combine this proven success with the previously outlined immediate need of customers for higher quality, lower price, smaller orders, and more frequent deliveries, and it becomes obvious that achieving world class is mandatory to survive.

The basic fact is that if manufacturing companies do not improve significantly in the very near future they may not have the opportunity. This is evident in many industries. The '90s recession has many scenarios in which one com­pany grows and prospers and others in the same industry struggle, and losing profitability and market share. Some die.

The fault lies in the application of World Class manufactur­ing principles to our business or, more accurately, the misapplication of World Class manufacturing. The failure to achieve significant business improvement through ap­plication of World Class manufacturing principles rests squarely on the shoulders of senior managers. The fact that most of us have struggled mightily to improve our business, and failed, should not be taken as a personal affront. Most senior and middle managers work harder and longer each week than the factory workers. We have a genuine desire and motivation to succeed and to see our operation succeed.

In examining the root causes of project problems, the following are present:

• Ego and inability to look at yourself and find fault

• Technology trap—trying to buy Manufacturing Excel­lence with technology, and/or downsizing as the solu­tion

• Inability to manage change

• Unclear vision of project scope and steps to success and benefits

• Not knowing or having a clear vision of better way to run the business

World Class Manufacturing Menu

World Class Manufacturing Menu

lean six sigma  six sigma presentations 
balanced scorecard training  performance management training 
total quality management  iso 9000 2000 training  
lean manufacturing training  lean manufacturing implementation  
strategic tactical planning  strategic planning model  
supply chain management training inventory reduction techniques  
manufacturing simulation game  lean manufacturing certification  
thinking outside the box

• Ego and inability to look at yourself and find fault

There is a need for a management team to understand the powerful psychological factors that affect a project. People continually justify their performance, their department performance, and their company performance. It is self-preservation in many companies to do so. Finding fault in performance or challenging the givens is paramount to asking your boss for a pink slip. What often times happens is we blame poor performance on others, using a foxhole management style, or not having the tools to be successful. In their minds the economy is the reason. The lack of information is the culprit: The software is old, and of course, if we buy a new CNC machining center, everything will be okay. Sure! Simply put, it takes an extremely strong management team to look at themselves and its

management of the company and acknowledge the need for significant improvement. Looking at themselves is threat­ening and when they look, they might not like what they see. To feel better, they rationalize performance and egos run rampart. What even intensifies this reaction is that they instituted the current management policy and proce­dures and the justification is personal. Each senior man­agement team member has a stake in the status quo. These issues must be addressed in the project approval stage or else they will fight continually to institute the changes required.