S · Q · C · D · P SAFETY · QUALITY · COST · DELIVERY · PEOPLE
MPS · Miller Production System
Roberto Miller
Production System
Large-Scale Manufacturing · Multi-Site Operations · Lean Six Sigma · MPS
THE MILLER PRODUCTION SYSTEM
Mission Operational excellence at scale
Vision Scaleable systems that run without dependency
Tenets Governance framework for daily operations
Leadership Principles Behavioral standards for every level
Lean · Six Sigma
Standard WorkDocumented best method at every station; foundation for all improvement
VSM ActivityValue stream mapping to identify waste and flow constraints
KaizenStructured continuous improvement events at all levels
Control PlansSustain gains; prevent regression after improvement
Problem Solving CultureEvery level owns problem resolution — not just escalation. Drives engagement, eliminates single-expert dependency, surfaces root cause faster, and builds operational capability across the workforce.
Performance Metrics Framework
Every level · Tier 1–3 with owners · Leading indicators
S · Safety
Lagging
FAIR · RIR · Near Miss
Leading
Hazard Assessments · Ergo Assessments · Layered Safety Audits
Q · Quality
Lagging
FPY · SIR
Leading
Control Plan Audit Results · Layered Process Audits · Process Compliance Rate
C · Cost
Lagging
Scrap · OEE · Labor Efficiency
Leading
Planned Maintenance % · Material Availability · Supplier OTD
D · Delivery
Lagging
On Time · Lead Times
Leading
Schedule Attainment · WIP Levels · Constraint Utilization
P · People
Lagging
Attrition · Engagement Score
Leading
Training Completion · 1:1 Cadence Rate · Open Role Aging
⚡ Leading Indicators = Input Management · Lagging = Output Scorecard
High Performing Teams
Clarity on GoalsDefined targets at every level with an escalation matrix
AccountabilityOwnership to deliver outcomes — not just activity
RecognitionStructured acknowledgment of performance and behavior
KPI Review CadenceRegular, tiered review rhythm tied to the management cadence
Structured Leader Development PlansIndividual development plans for every leader — tied to retention and business continuity. Identifies successors, closes capability gaps, and ensures the organization is never dependent on any single person to hold a function together.
Management Cadence
Daily SOS → HxH → EOS
Weekly WBR · Monthly MBR
Quarterly QBR · 2×2s
People Development
1:1s — reports & skip levels
Engagement plans
Directs · Indirects · Hourly
Strategy & Planning
Annual planning · Gap analysis
Op-planning (annual)
Leadership alignment flow
Escalation & Governance
Escalation matrix
Tier ownership model
Tenets + Leadership Principles
STANDARD WORK · DAILY ACCOUNTABILITY · VISUAL MANAGEMENT · PROCESS DISCIPLINE
Management Cadence — Expanded
Daily
SOS — Start of Shift Data focus: forecast the day. Targets, resource readiness, known constraints.
HxH Charts Hour-by-hour actual vs. plan. Real-time visual signal — are we winning or losing right now?
EOS — End of Shift Writing focus: what actually happened. Results, deviations, carryover actions.
Weekly
WBR — Weekly Business Review Metric-based. Page-0 shows tiered SQCDP metrics. Bridges explain deviations with cause, action, and owner. Accountability at every level visible in one document.
Monthly
MBR — Monthly Business Review Page-0 in narrative form. Tells the story behind the numbers — trends, context, strategic implications. 2×2s for focused issue resolution and decision-making with key stakeholders.
Quarterly
QBR — Quarterly Business Review Full state-of-the-business assessment. Performance vs. annual plan, gap analysis, strategic adjustments. Connects floor performance to enterprise goals.
System Components — Detail
Continuous Improvement
Lean / Six Sigma
Standard Work — documented best method; baseline for all CI; prevents knowledge from walking out the door
Value Stream Mapping — identify waste, flow constraints, and improvement priorities across the full process
Kaizen — rapid improvement events at all levels; operators own the solutions
Control Plans — sustain gains after improvement; quality compliance at station level
Annual Operating Plan
Strategy & Planning
Annual Planning — top-down / bottom-up alignment; sets the performance targets the metric system tracks
Gap Analysis — identify delta between current and required performance; drives project priority
Leadership Alignment Flow — strategy cascades down through every tier; every leader knows how their work connects to the enterprise goal
Op-Planning — annual metric, productivity, and improvement planning tied to AOP commitments
Organizational Health
People System
1:1s — Reports & Skip Levels — structured, regular, not optional; surfaces issues before they become problems
Engagement Plans — tailored by population: directs, indirects, and hourly workers. Different inputs, same goal.
Development Pipeline — deliberate investment in internal promotion; leaders built from within the workforce
Structured Leader Development Plans — individualized plans for every leader tied to role readiness, succession, and business continuity; ensures no single point of failure in the leadership structure
High Performing Teams — Framework
Team Design
What HPTs Require
Clarity Around Goals & Targets — every person knows what winning looks like for their role, their team, and the site
Accountability to Deliver Outcomes — not activity, not effort — outcomes. Scorecards are honest and visible.
Recognition — structured, timely, and tied to both results and behaviors aligned with Leadership Principles
KPI Review Cadence — regular rhythm keeps the team focused; prevents drift between major reviews
Escalation Design
Escalation Matrix
Defined Ownership at Every Tier — Tier 1 (operator/team lead) → Tier 2 (supervisor) → Tier 3 (management). No ambiguity about who owns what.
Time-Bound Escalation Triggers — problems unresolved within a defined window automatically escalate. The system surfaces issues; no individual has to decide whether to raise the alarm.
Connects to Daily Management — escalation events feed directly into SOS/EOS reports and WBR bridges. Every deviation has a documented owner and action.