Transitioning from a Reactive to a Proactive Manufacturing Culture

摘要

We often hear or use the terms "World Class Manufacturing" or "Best in Class Manufacturing" in reference to ourrnmanufacturing operation or perhaps a competitor's or supplier's manufacturing operation. However no formal industryrnrecognized definition of "world class" or "best in class" manufacturing exists. There certainly are numerous industryrnrecognized evaluation and certification programs such as ISO and the Malcolm Baldrige Award, but do any of thesernevaluations and certifications anoint a particular manufacturing operation as "World Class" and/or "Best in Class"? If notrnwhat is the true measure of a world class manufacturing operation? Of course our customers are the final judges of ourrnperformance, but what should we be doing to maximize the satisfaction of our customers?rnOne of the key factors if not THE KEY FACTOR in attaining world class or best in class manufacturing status is thernapproach to developing, controlling, and improving the manufacturing process. A true world class manufacturing operationrnmust have a Proactive Manufacturing Operation Culture.rnThis paper will detail how a manufacturing operation can transition from a reactive manufacturing culture to a proactivernmanufacturing culture.rnSpecific issues discussed will be:rn1. How to recognize a proactive manufacturing culturern2. The specific training, management, and organizational issues that can make this transition successful.rn3. Who must be involved?rn4. How to get started?rn5. What are the specific actions that must be completed to achieve the transformation?rn6. How to institutionalize (maintain) a proactive manufacturing culture?rn7. What are the process performance benefits of a proactive manufacturing culture?