Milliken s Operational Excellence Journey

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1 Milliken s Operational Excellence Journey Achieving and Sustaining Operational Excellence Phil McIntyre Sr. Director of Business Development and Marketing Jordan Workman Director of Client Development

2 Milliken & Company Overview Founded in 1865 Privately held Over 48,000 products Seth Milliken Gerrish Milliken Roger Milliken ~7,500 associates 4 Divisions: Floor Covering, Chemical, Performance Products, Specialty Fabrics 40 Manufacturing Operations in 6 countries Operations throughout Americas, Europe and Asia 2

3 our reality... Twenty years ago we had at least 8 competitors in the U.S. with sales over a Billion dollars. Today we have none.

4 our question... How has Milliken survived and thrived? 1. Positioned in the right markets 2. Innovation 3. Operational Excellence..with Safety as the Foundation

5 Business Case for Change Burning Platform Visionary Aspiration 1. Global Competition 2. Textile Industry under attack

6 Operational Excellence Malcolm Baldrige National Quality Award (US) Malcolm Baldrige National Quality Award British Quality Award Canadian Quality Prize Japan Institute of Plant Maintenance TPM Prize in Quality European Quality Award 54 JIPM Awards ISO Registered QS Registered

7 Life after Awards We were not Sustaining the Gains

8 Study Missions to Japan Benchmarking World-Class Manufacturing Practices

9 The Leadership Challenge Western Management 40% Daily Operations 60% Firefighting The Best in the World 20% Daily Operations 20% Firefighting 60% Continuous Improvement/ Innovation Routine Working Through Cross-Functional Teams

10 Study Mission Companies Visited Company Name Dynic Corporation Gunze Sekisui Chemical Daikin Industries Toshiba (Himeji) Toshiba (Kanuma) Nissan Japan Butyl NEC Nippondenso Ricoh Product Produced Textiles Textiles Plastic Film Air Conditioners Lighting Lighting Automobiles Butyl Rubber Electronics Auto Parts Copier Parts Awards TPM TPM Deming, TPM, TPM Special Deming, TPM, TPM Special Deming, TPM Deming, TPM Deming, TPM TPM Deming, TPM, TPM Special Deming, TPM Deming, TPM

11 Japan Study Mission Results Measurement # of Companies Reporting Improvement Productivity Process Reliability % 32% Milliken sent 120 managers on 4 Study Mission Trips Breakdowns 9 92% Defects 7 74% Claims 6 85%

12 Safety is the foundation and the Trust Component of our manufacturing operating system.

13 Milliken Hires JIPM

14 Milliken & Company Results Measurement # of Companies Reporting Improvement Milliken Improvement Productivity 9 61% 78% Process Reliability 8 32% 30% Breakdowns 9 92% 88% Defects 7 74% 80% Safety _ 36%

15 Performance System Foundations 100% of employees engaged in cross functional teams (everyone is a problemsolver) A structured and systematic way to work Highly Visual touched daily Lead from the top Owned by everyone Accept Zero-Loss Thinking The Foundation starts with Safety

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17 Evolution of Operational Excellence 1980 Era of People Excellence to 1985 Era of Process Excellence 1985 to 1990 Over 125 Corporate Initiatives 1990 Era of Business Excellence 1990 to Implementation of the Milliken Performance System 1996 to 2015

18 Performance Solutions by Milliken Operations 23 Countries Industries Food Processing Glass Steel Manufacturing Packaging Paper Manufacturing and Converting Construction Chemicals Non-Wovens And others

19 Our situation We didn t move onto initiative # 127 for 2 reasons 1. Associate Engagement 2. Losses we weren t nearly as good as we thought we were 2015 Milliken & Company

20 What is a Loss? The difference between actual cost & ideal cost Actual Cost Loss Ideal Cost Total real dollars spent to manufacture a product. Cost Reduction Opportunity Absolute minimum cost required to manufacture a product. (theoretical cost) 2015 Milliken & Company

21 Loss Categories (Understood But Not Copied) JIPM Losses 1. Equipment Failure 2. Set-up & Adjustment 3. Cutting Blade Change 4. Start-up 5. Minor Stoppage & Idling 6. Speed 7. Defect & Rework 8. Shutdown 9. Management 10. Operating Motion 11. Line Organization 12. Logistics 13. Measurement & Adjustment 14. Energy 15. Die, Tool & Jig 16. Yield Milliken Losses 1. Breakdowns 2. Change Over 3. Start-Up and Shutdown 4. Minor Stops 5. PM & Cleaning Downtime 6. Planning 7. Material Handling 8. Speed Loss 9. Off-Quality 10. Rework 11. Waste 12. Obsolescence 13. Allowances 14. Inventory Variances 15. Training 16. Inspection & Testing 17. Indirect Materials 18. Purchase Price Variance/Vendor Claims 19. Over/Under Spending 20. Spending Not Captured 2015 Milliken & Company

22 Loss Analysis Millions $ / Year Note: All Losses are Full Variable 175 asso/site ~ 50 mil in rev/site 11.7 Average loss per plant (millions) / year Milliken & Company Milliken & Company reduced losses 30% on average per plant within the first 24 months of implementation of the Milliken Performance System 3.5 million $ reduction per plant 2015 Milliken & Company

23 Cost of Goods Sold Loss Analysis Fixed Cost Raw Material Cost Zero-Based Cost Opportunity In 1995 Losses ~ 375 Mil $ taken out of the Supply Chain since inception By 2014, we had reduced LOSSES by 45% (from 57% of COGS to 31%of COGS) Variable Cost 57% 57% of COGS (excluding Raw Material except but including Yield Losses) was identified as a LOSS 2015 Milliken & Company Losses 31% LOSSES became 31% of COGS (excluding Raw Material except but including Yield Losses) was identified as a LOSS

24 MPS and Operational Excellence Benefits Achieved Through Milliken Performance System Hard Benefits ( Real Financial Results ) Production Labor Productivity (Revenue per Production Associate) Manufacturing Management Productivity (Revenue per Mfg. Mgmt. Associate) Asset Utilization (Invested Capital Turns: Revenue/Invested Capital) 2011 Milliken Design, Inc.

25 Milliken Performance System: Hard Benefits Production Labor Productivity Revenue Per Production Associate (Indexed to 2004 = 100) From 2004 to 2014: 5% Annual Productivity Improvement

26 Milliken Performance System: Hard Benefits Manufacturing Management Productivity Revenue Per Manufacturing Management Associate (Indexed to 2004 = 100) From 2004 to 2014: 12% Annual Productivity Improvement

27 Milliken Performance System: Hard Benefits Asset Utilization Invested Capital Turns: Revenue/Invested Capital (Indexed to 2004 = 100) From 2004 to 2014: 6% Annual Productivity Improvement

28 Milliken Revenue and Earnings Since 2004 Revenue 1% CAGR Earnings 16% CAGR

29 MPS and Operational Excellence Benefits Achieved Through Milliken Performance System Softer Benefits Highly Engaged Workforce Employee Satisfaction/Morale Minimal Management Oversight (No Off Shift Supervision) Ability to Focus on Innovation Rapid Prototyping (Samples) New Product Development Cycle Time (Product Validation) Reallocation of Resources 2011 Milliken Design, Inc.

30 2015 Milliken & Company Strategic Imperatives to Implementation The Zero Loss Thinking Analysis Challenges existing paradigms as to what s possible Allows for strategic resource allocation discussions If embraced, eliminates wastes as opposed to reduces wastes The Modeling Approach The Model machine approach within a Model site enables Associate Engagement which is key to sustainability With Safety, acts a cornerstone to Culture Shifting Proof of Concept (ROI) Allows for intelligent design when considering horizontal replication (within the site) and vertical replication (to other sites) Validates successes early step on the gas or step on the brake! Drives Capability Building.

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