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The Foundation for Continuous Improvement:The Purpose of Pillars
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Milliken Performance System
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“Operational Excellence secures the present, Innovation Excellence secures the future.”
Roger Milliken
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What is a Pillar?
pil·lar [pil-er] –noun 1. an upright structure of stone,
brick, or other material, used as a building support, or standing alone, as for a monument: Gothic pillars; a pillar to commemorate Columbus. 2. a fundamental principle or practice:
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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
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
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Daily Team Maintenance Restoration
AfterBeforeRestore to “like new” condition
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DTM Improved Our:Equipment• eliminated dirt, contamination & deterioration• reduced breakdowns & downtime• defined standards for optimal equipment conditions
People• educated operators on the identification & repair of abnormalities • increased operator awareness and responsibility, & equipment
knowledge• allows technicians to troubleshoot and redesign
Culture• created an environment of pride, ownership, and responsibility• eliminated the barrier between operators and technicians
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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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Continuous Skills Development Spider Chart
A “picture” of the job checklist. Used as a visual tool to identify training gaps and effectiveness
0
1
2
3
4BASIC SKILLS
SAFETY
TERMINOLOGY
PS OVERVIEW
PLANT OVERVIEW
COMMUNICATION
Assessed Goal
Performance LevelsLevel 1 General knowledge of the
job
Level 2 Can do job with some assistance
Level 3 Can consistently do job with confidence without assistance
Level 4 Can teach job to others
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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
DeliverablesHow
• Project approach following the DMAIC methodology
•Define•Measure•Analyze •Improve•Control
(and
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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
DeliverablesHow
•DTM support
•Lubrication management•Spare parts
management •Predictive
maintenance•Cost
management•Preventive
maintenance
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The 8 PM CompetenciesDTM
SupportSpare Parts
Management
Lubrication Management
CSD for Maintenance
Predictive Maintenance
Preventive Maintenance
Maintenance Cost
ManagementZero Failure
Activities
• Zero breakdowns• Improved
reliability• Improved
maintenanceskills and capabilities
• Reduced maintenancespend
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The Advanced PillarsBuilding on the Core
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Production Control
How
• 7 Step process
•Value stream mapping•Waste
walks•Improveme
nt projects•Layered
audits•Demand
planning
• 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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Process Flow Charting – Machine Zones
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Process Flow Charting – Machine Parts
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Quality Critical Components
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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
Deliverables How
• 6 Step Process• Discovery & concept
development• Product design requirements• Design for manufacturing• Adoption & launch• Scale-up &
commercialization
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What is a ‘system’?sys·tem [sis-tuhm] – noun
1. an assemblage or combination of interactive, interdependent parts forming a complex whole: a railroad system.
2. an ordered and comprehensive assemblage of facts, principles, doctrines in a particular field of knowledge: a system of philosophy.
3. a coordinated body of methods or a scheme or plan of procedure; organizational scheme: a system of government.
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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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EnergyInventoryObsolescenceQuality / reworksWasteTrainingInspection & TestingMaterial HandlingPlanningPM & Cleaning DowntimeSpeed LossMinor StopsStart-up / shut downChange timeBreakdowns
NPDEEMPCQMPMFICSDDTM5S
EnergyInventoryObsolescenceQuality / WasteTrainingInspection & TestingMaterial HandlingPlanningPM & Cleaning DowntimeSpeed LossMinor StopsStart-up / shut downChange timeBreakdowns
5S
Some impactSome impact Medium impactMedium impact Major impactMajor impact Future impactFuture impact
Pillar to Loss Relationship Matrix
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Pillars
Stand alone• goals• strategy• methods• etc.
Promote organizational alignment• Smash
“functional silos” such as maintenance, production,
• Quality, Planning, support, business, etc.
Control & reduce variation• Machinery• Methods• Materials• huMan• Measurement• environMent
Support & work together• interactive• interdependent
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Benefits of the Pillar SystemsTangible
• safety • cost• productivity • quality• yield• capacity• training time
Intangible
• prioritization• systematic• common
language• common process• replication• morale
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The Bottom Line
Performance System = Daily Management System
Changing the way we run our business and delight
our customers!