Milliken Performance System

Safety
What

• Safety is the foundation of the performance

system that engages all associates in the
uncompromising pursuit of zero incidents.

Role in the System

• Foundation that signals the individuals’

personal well-being comes first, and from there
creates the elements for a high performance
work environment.

Who • Total associate ownership

• Hazards, risks identified
• All associates
• Steering committees
• Sub-committees
Deliverables How • Use of continuous
• Zero incidents, high morale, 100% associate improvement tools and
engagement, trust between associates and methods
management • Management as a
resource and coach
Daily Team Maintenance
What

• DTM provides operators with the knowledge

and skills required to proactively prevent
breakdowns and waste caused by
accelerated equipment deterioration and
abnormalities.

Role in the System

• Improved reliability and stability, setting

foundation for other pillar improvements

Who • 0: Prepare for Restoration

• 1: Restore, Inspect, Understand
• Operators, technicians, maintenance, • 2: Identify Deterioration & Implement
Solutions
production leadership
• 3: Establish Cleaning & Lubrication
Standards
How • 4: Train Operators to Detect/Correct
Deliverables
Abnormalities
• 5: Apply Practical Application of Methods
• Reduction in minor stops, breakdowns,
• 6: Standardize DTM Throughout the
changeover time Location
• 7: Continuously Improve the Process
5S
What

• Process used to organize and maintain the

workplace environment in order to improve
efficiency and safety, reduce waste, and
eliminate non-value added activities.

Role in the System

• Foundational process which establishes the

expectations of discipline and overall
engagement

Who •Model areas

• All associates
•Separate
•Simplify
How
Deliverables •Systematize
• Improved safety, reduction in non-value
•Standardize
added activities •Sustain
Continuous Skills Development
What

• A standardized training process to ensure

our associates are doing things the right
things, the right way, every single time.

Role in the System

• Decrease variation within the production

systems attributed to training opportunities

Who • Model areas

• Skills element tree
• All associates
• Skills assessment
How • Associate certification
Deliverables
• Re-training process
• Reduction in process variation, turnover, • Individual
and overall training spend performance
measurement
Focused Improvement
What

• FI provides a logical thinking process which

identifies root causes of opportunities in
order to reduce / eliminate losses.

Role in the System

• FI Planning and FI projects direct and then

generate resources to fund the performance
system while improving capability of
processes, people and reducing loss

Who • Project approach

following the DMAIC
• Operators, technicians, maintenance, process methodology
improvement leadership, engineering •Define
How
•Measure
Deliverables •Analyze
• Reduction in targeted loss areas, increase in •Improve
problem-solving confidence •Control (and replicate)
Planned Maintenance
What

• Combination of preventive, predictive, and

zero failure activities. Oversees
maintenance schedule, processes, and
activities to prevent breakdowns before they
occur instead of repairing them after the fact

Role in the System

• Foundation for reliability and continuous

improvement

•DTM support
Who
•Lubrication management
• Maintenance technicians, maintenance •Spare parts management
leadership, engineering
•Predictive maintenance
How
•Cost management
Deliverables
•Preventive maintenance
• Reduction in breakdowns and spare parts •Skills enhancement
spend •Zero failure activities
The Advanced Pillars
Building on the Core
Production Control
What

• Reduce overall system cost through the

elimination of waste identified within the
system. To align the business offering with
manufacturing execution.

Role in the System

• Maximization of the velocity of information

and material flow through the process/system.

Who • 7 Step process

• Supply chain, production leadership, •Value stream mapping
operators, technicians, suppliers, customers •Waste walks
•Improvement projects
How
Deliverables •Layered audits
• Improve working capital/inventory, variable
•Demand planning
conversion cost, capacity utilization, floor •Skills enhancement
space availability, inventory optimization •Zero failure activities
Quality Management
What

• A systematic methodology to achieve zero

quality defects (not just fewer defects) by
systematically seeking out, identifying, and
eliminating root causes of ALL defects.

Role in the System

• Take processes beyond reliability to capability

and the quality process from compliance to
assurance

Who

• Operators, maintenance, quality assurance, • 10-Step QM project

quality leadership implementation
How
•model project on model
Deliverables equipment defect

• Reduction in defects, yield loss, waste

Early Equipment Management
What

• To “design out” losses related to

equipment start-up before they occur by
utilizing existing measurement data &
learnings.

Role in the System

• Improved reliability and stability, setting

foundation for other pillar improvements
• concept and equipment
Who planning
• equipment design
• Operators, technicians, maintenance, • manufacture equipment
production leadership, engineering • preliminary testing
How
• install equipment
Deliverables • commission new
equipment
• Reduction in start-up time, losses and • full production
costs implementation
New Product Development
What

• Cross-functional activity to provide a

continuous flow of innovative, new products

Role in the System

• To ensure a robust stream of new products

into the system that creates value for the
company and customer

Who

• Customers, suppliers, business, research,

manufacturing, supply chain • 6 Step Process
• Discovery & concept
development
Deliverables • Product design requirements
How
• Design for manufacturing
• Shortened delivery cycle, high quality zero • Adoption & launch
loss start-ups, meet/beat targeted costs, • Scale-up &
100% on-time delivery commercialization
Pillar Relationship Matrix
5S DTM CSD PM FI QM PC EEM NPD
5S ● ● ● ● ● ● ● ●
DTM ● ● ● ● ● ● ● ●
CSD ● ● ● ● ● ● ● ●
PM ● ● ● ● ● ● ● ●
FI ● ● ● ● ● ● ● ●
QM ● ● ● ● ● ● ● ●
PC ● ● ● ● ● ● ● ●
EEM ● ● ● ● ● ● ● ●
NPD ● ● ● ● ● ● ● ●
= major impact on success = interaction
Pillar to Loss Relationship Matrix
5S DTM CSD FI PM QM PC EEM NPD
Breakdowns
Change time
Start-up / shut down
Minor Stops
Speed Loss
PM & Cleaning Downtime
Planning
Material Handling
Inspection & Testing
Training
Waste
Quality / reworks
Obsolescence
Inventory
Energy

Some impact Medium impact Major impact Future impact