The Millikin Performance System is a game-changing approach to performance improvement!

1. Milliken Performance System

2. 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

3. 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
Deliverables
How
• 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

4. 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
Deliverables
How
•Model areas
•Separate
•Simplify
•Systematize
•Standardize
•Sustain

5. 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

6. 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)

7. Planned Maintenance
• 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
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

8. The Advanced Pillars
Building on the Core

9. 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

10. 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

11. 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

12. 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
Deliverables
How
• 6 Step Process
• Discovery & concept
development
• Product design requirements
• Design for manufacturing
• Adoption & launch
• Scale-up &
commercialization

13. Pillar Relationship Matrix
5S DTM CSD PM FI QM PC EEM NPD
5S ● ● ● ● ● ● ● ●
DTM ● ● ● ● ● ● ● ●
CSD ● ● ● ● ● ● ● ●
PM ● ● ● ● ● ● ● ●
FI ● ● ● ● ● ● ● ●
QM ● ● ● ● ● ● ● ●
PC ● ● ● ● ● ● ● ●
EEM ● ● ● ● ● ● ● ●
NPD ● ● ● ● ● ● ● ●
= interaction
= major impact on success

14. 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
NPD
EEM
PC
QM
PM
FI
CSD
DTM
5S
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 impact
Some impact Medium impact
Medium impact Major impact
Major impact Future impact
Future impact
Pillar to Loss Relationship Matrix