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The Foundation for Continuous
Improvement:
The Purpose of Pillars
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Milliken Performance System
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Safety
• Safety is the foundation of the performance system that engages all associates in the uncompromising pursuit of zero incidents.
What
• Foundation that signals the individuals’ personal well-being comes first, and from there creates the elements for a high performance work environment.
Role in the System
• All associates
Who
• Zero incidents, high morale, 100% associate engagement, trust between associates and management
Deliverables How
• Total associate ownership
• Hazards, risks identified
• Steering committees
• Sub-committees
• Use of continuous improvement tools and methods
• Management as a resource and coach
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Daily Team Maintenance
• DTM provides operators with the knowledge and skills required to proactively prevent breakdowns and waste caused by accelerated equipment deterioration and abnormalities.
What
• Improved reliability and stability, setting foundation for other pillar improvements
Role in the System
• Operators, technicians, maintenance, production leadership
Who
• Reduction in minor stops, breakdowns, changeover time
DeliverablesHow
• 0: Prepare for Restoration
• 1: Restore, Inspect, Understand
• 2: Identify Deterioration & Implement Solutions
• 3: Establish Cleaning & Lubrication Standards
• 4: Train Operators to Detect/Correct Abnormalities
• 5: Apply Practical Application of Methods
• 6: Standardize DTM Throughout the Location
• 7: Continuously Improve the Process
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5S
• Process used to organize and maintain the workplace environment in order to improve efficiency and safety, reduce waste, and eliminate non-value added activities.
What
• Foundational process which establishes the expectations of discipline and overall engagement
Role in the System
• All associates
Who
• Improved safety, reduction in non-value added activities
DeliverablesHow
•Model areas
•Separate
•Simplify
•Systematize
•Standardize
•Sustain
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Continuous Skills Development
• A standardized training process to ensure our associates are doing things the right things, the right way, every single time.
What
• Decrease variation within the production systems attributed to training opportunities
Role in the System
• All associates
Who
• Reduction in process variation, turnover, and overall training spend
Deliverables How
• Model areas
• Skills element tree
• Skills assessment
• Associate certification
• Re-training process
• Individual performance measurement
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Focused Improvement
• FI provides a logical thinking process which identifies root causes of opportunities in order to reduce / eliminate losses.
What
• FI Planning and FI projects direct and then generate resources to fund the performance system while improving capability of processes, people and reducing loss
Role in the System
• Operators, technicians, maintenance, process improvement leadership, engineering
Who
• Reduction in targeted loss areas, increase in problem-solving confidence
Deliverables
How
• Project approach following the DMAIC methodology
•Define
•Measure
•Analyze
•Improve
•Control (and replicate)
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Planned Maintenance
• Combination of preventive, predictive, andzero failure activities. Oversees maintenance schedule, processes, and activities to prevent breakdowns before they occur instead of repairing them after the fact
What
• Foundation for reliability and continuous improvement
Role in the System
• Maintenance technicians, maintenance leadership, engineering
Who
• Reduction in breakdowns and spare parts spend
Deliverables
How
•DTM support
•Lubrication management
•Spare parts management
•Predictive maintenance
•Cost management
•Preventive maintenance
•Skills enhancement
•Zero failure activities
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The Advanced Pillars
Building on the Core
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Production Control
How
• 7 Step process
•Value stream mapping
•Waste walks
•Improvement projects
•Layered audits
•Demand planning
•Skills enhancement
•Zero failure activities
• Reduce overall system cost through the elimination of waste identified within the system. To align the business offering with manufacturing execution.
What
• Maximization of the velocity of information and material flow through the process/system.
Role in the System
• Supply chain, production leadership, operators, technicians, suppliers, customers
Who
• Improve working capital/inventory, variable conversion cost, capacity utilization, floor space availability, inventory optimization
Deliverables
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Quality Management
How
• 10-Step QM project implementation
•model project on model equipment defect
• A systematic methodology to achieve zero quality defects (not just fewer defects) by systematically seeking out, identifying, and eliminating root causes of ALL defects.
What
• Take processes beyond reliability to capability and the quality process from compliance to assurance
Role in the System
• Operators, maintenance, quality assurance, quality leadership
Who
• Reduction in defects, yield loss, waste
Deliverables
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Early Equipment Management
• To “design out” losses related to equipment start-up before they occur by utilizing existing measurement data & learnings.
What
• Improved reliability and stability, setting foundation for other pillar improvements
Role in the System
• Operators, technicians, maintenance, production leadership, engineering
Who
• Reduction in start-up time, losses and costs
Deliverables
How
• concept and equipment planning
• equipment design
• manufacture equipment
• preliminary testing
• install equipment
• commission new equipment
• full production implementation
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New Product Development
• Cross-functional activity to provide a continuous flow of innovative, new products
What
• To ensure a robust stream of new products into the system that creates value for the company and customer
Role in the System
• Customers, suppliers, business, research, manufacturing, supply chain
Who
• Shortened delivery cycle, high quality zero loss start-ups, meet/beat targeted costs, 100% on-time delivery
DeliverablesHow
• 6 Step Process
• Discovery & concept development
• Product design requirements
• Design for manufacturing
• Adoption & launch
• Scale-up & commercialization
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Pillar Relationship Matrix5S DTM CSD PM FI QM PC EEM NPD
5S ● ● ● ● ● ● ● ●
DTM ● ● ● ● ● ● ● ●
CSD ● ● ● ● ● ● ● ●
PM ● ● ● ● ● ● ● ●
FI ● ● ● ● ● ● ● ●
QM ● ● ● ● ● ● ● ●
PC ● ● ● ● ● ● ● ●
EEM ● ● ● ● ● ● ● ●
NPD ● ● ● ● ● ● ● ●
= interaction= major impact on success
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Energy
Inventory
Obsolescence
Quality / reworks
Waste
Training
Inspection & Testing
Material Handling
Planning
PM & Cleaning Downtime
Speed Loss
Minor Stops
Start-up / shut down
Change time
Breakdowns
NPDEEMPCQMPMFICSDDTM5S
Energy
Inventory
Obsolescence
Quality /
Waste
Training
Inspection & Testing
Material Handling
Planning
PM & Cleaning Downtime
Speed Loss
Minor Stops
Start-up / shut down
Change time
Breakdowns
5S
Some impactSome impact Medium impactMedium impact Major impactMajor impact Future impactFuture impact
Pillar to Loss Relationship Matrix