5 level milestone tpm3 excellence award

A membership-based organisation assisting companies since 1996 to progressively develop and unleash the full potential of all their people, equipment and processes using our proven Australasian approach to

TPM & Lean we call TPM3

5 Level Milestone TPM3 Excellence Award

supported by

TPM3 Milestone Assessment Process

TPM3 Leadership}Purpose / Direction

Information / Feedback

Relationships / Structure

TPM3 Capability}Team Effectiveness

Knowledge Base

Key Roles

TPM3 Activities}TPM3 Impact}Business Outcomes

(Tangible / Intangible)

4. Operator Equipment Management

Cross-functional Teams Area Based Teams

2. Focused Equipment & Process Improvement

6. New Equip / Area / Product Management

1. Safety & Environment Management10. Process Quality Management

3. Work Area Management

7. Support Department Excellence Management

5. Maintenance Excellence Management

9. People & Leadership Development

8. Value Stream Management

Head Office: Wollongong NSW Australia Ph: +61 2 4226 6184 Email: [email protected] Web: www.ctpm.org.au

CTPM Australasia 16 January 2013 5 Level Milestone TPM3 Excellence Award 2

Background To assist CTPM Company Members on their TPM & Lean journey to Operations Excellence, CTPM created the 5 Level Milestone TPM3 Excellence Award supported by our TPM3 Milestone Assessment Process in 2002. The Milestone Assessment Process provides a ranking based on a series of self-assessment criteria which is the precursor to an external verification assessment to allow the awarding of the achieved level of the 5 Level Milestone TPM3 Excellence Award. Feedback from this verification assessment also provides a gap analysis for planning future activities on your Improvement Journey. Overview of the 5 Level Milestone TPM3 Excellence Award Key Objectives:

Challenge and assist industry to strive for Operations Excellence

Provide a multi-level award and assessment process that is internationally recognised

Provide a benchmarking tool to allow sites to monitor their progress on their TPM & Lean journey to Operations Excellence

The assessment covers four key aspects of your TPM & Lean (TPM3) journey:

Leadership of the Improvement Journey

Capability to support the Improvement Journey

Improvement Activities

Impact on the Business The diagram below is a conceptual model of the process.

TPM3 Leadership}Purpose / Direction

Information / Feedback

Relationships / Structure

TPM3 Capability}Team Effectiveness

Knowledge Base

Key Roles

TPM3 Activities}TPM3 Impact}Business Outcomes

(Tangible / Intangible)

4. Operator Equipment Management

Cross-functional Teams Area Based Teams

2. Focused Equipment & Process Improvement

6. New Equip / Area / Product Management

1. Safety & Environment Management10. Process Quality Management

3. Work Area Management

7. Support Department Excellence Management

5. Maintenance Excellence Management

9. People & Leadership Development

8. Value Stream Management


Eligibility for the 5 Level Milestone TPM3 Excellence Award The 5 Level Milestone TPM3 Excellence Award is applicable to all sites or in the case of large sites, it may be focused on business units. Candidates for the 5 Level Milestone TPM3 Excellence Award must have all personnel covered by CTPM Company Membership. We suggest using the Milestone Assessment Process as an annual event with the aim of achieving Level 5 within 5 years. The Milestones on your TPM3 Journey The process is a multi level self-assessment of your progress on your TPM & Lean (TPM3) journey. Based on the TPM3 Milestone Assessment Process (MAP) self-assessment, you will be able to gauge your level of progress, set further levels to strive toward and use it as a basis for your application for the 5 Level Milestone TPM3 Excellence Award. It is anticipated that you would, over time, make progress from level to level as your TPM3 implementation broadens. These levels of progression become the basis of the recognition process as set out below.

5 Level Milestone TPM3 Excellence Award Level and Coverage Achievement Assessed Score

Milestone Level 5 100% Coverage of all Defined Production Areas, Defined Maintenance Areas and Defined Support Areas

Have successfully cascaded TPM3 across the entire site / business unit, incorporating all TPM3 Improvement Activities so as to achieve a score of 90% in all required assessment sheets for Level 5. Level 4 plus OEM-6 across all DPAs and OEM-7 in at least the 2 pilot areas along with Process Quality Management

90%

Milestone Level 4 75% Coverage of all Defined Production Areas, Defined Maintenance Areas and Defined Support Areas

Have successfully cascaded TPM3 across at least 75% of the site / business unit incorporating most TPM3 Improvement Activities so as to achieve a score of at least 85% in all required assessment sheets for Level 4. Level 3 plus OEM-5 across 75% of DPAs and OEM-6 in at least the 2 pilot areas along with Value Stream Mgmt and Support Dept Excellence Mgmt

85%

Milestone Level 3 50% Coverage of all Defined Production Areas and Defined Maintenance Areas

Have successfully cascaded TPM3 across at least 50% of the Defined Production Areas and Defined Maintenance Areas at the site / business unit. This would involve ongoing Production activities up to completion of OEM-3 plus completion of OEM-4 in the original 2 pilot areas and progressing Maintenance Excellence Management and People & Leadership Development so as to achieve a score of at least 80% in all required assessment sheets for Level 3. Level 2 plus OEM-3 across 50% of DPAs and OEM-4 in at least the 2 pilot areas along with People & Leadership Development

80%

Milestone Level 2 25% Coverage of all Defined Production Areas and Defined Maintenance Areas

Have successfully commenced cascading TPM3 across at least 25% of the Defined Production Areas and Defined Maintenance Areas of the site / business unit. This would involve ongoing Production activities up to the completion of OEM-2 and progressing Maintenance Excellence Management so as to achieve a score of at least 70% in all required assessment sheets for Level 2. Level 1 plus OEM-2 and Maintenance Excellence Management

70%

Milestone Level 1 2 Defined Production Areas (Pilot Areas)

Have successfully commenced and progressed in 2 Defined Production Areas (pilot areas) up to the completion of OEM-1 so as to achieve a score of at least 60% in all required assessment sheets for Level 1. Production Activities of Focused Equipment & Process Improvement, Work Area Management and Operator Equipment Management Step 1 (OEM-1) plus Safety & Environment Management

60%


Initiating your first 5 Level Milestone TPM3 Excellence Award – Level 1 The initial 5 Level Milestone TPM3 Excellence Award (Level 1) verification assessment typically consists of 5 steps, as outlined below. 1. Application for Level 1 of the TPM3 Milestone Assessment Process

Upon request, the CTPM Navigator assisting your site will assist you to prepare an application form for Level 1 and submit it to CTPM Head Office.

2. Initial Assessment Sheets from CTPM Upon receipt of your request, CTPM will forward a soft copy of the 10 Level 1 self-assessment

sheets for the TPM3 Leadership Element of the Milestone Assessment Process. 3. Prepare & Conduct TPM3 Leadership Self-Assessment (10 sheets) Following receipt of the 10 self-assessment sheets, we suggest your Site Leadership Team

arrange for all the Site Leadership Team members to complete the 10 sheets during say the following week. At the next Site Leadership Team meeting, time should be set aside to allow discussion of the results and the creation of a master set of sheets with agreed scoring.

The completed sheets should be handed or forwarded to your CTPM Navigator who will provide feedback then arrange issue of the remaining Level 1 self-assessment sheets.

4. Prepare & Conduct TPM3 Capability (9 sheets), TPM3 Activities (4 sheets for each of the 2

Pilot Areas being assessed eg 8 sheets) and TPM3 Impact (5 sheets) Self-Assessments Following receipt of the remaining self-assessment sheets, your Site Leadership Team should

allocate responsibility to complete the sheets to the appropriate TPM3 Champions / Site Leadership Team members. We recommend each completed sheet be verified by your nominated internal assessor (typically your TPM3 Co-ordinator) before being presented at the Site Leadership Team meeting for agreement / confirmation of the scores. You may wish to engage your CTPM Navigator to assist in this process.

Once all 22 sheets are completed and agreed by the Site Leadership Team, the sheets should be handed or forwarded to your CTPM Navigator or CTPM Head Office.

5. Receive Feedback from CTPM

Following receipt of all your remaining Level 1 self-assessment sheets, your CTPM Navigator will arrange for feedback on the results including our recommendations on where you should direct your efforts as you progress your TPM3 journey. Once you achieve your required score of 60% or better for each sheet, simply update, if required, your Level 1 Application Form and resubmit. We will confirm a suitable date then submit a proposal to conduct the Level 1 verification assessment.

Future 5 Level Milestone TPM3 Excellence Awards Future Levels (2-5) will only require a request for the appropriate sheets (soft copy) and an application to be submitted so that a suitable date can be confirmed and a proposal prepared.

Specialising in Operations Excellence through TPM & Lean (TPM3)


5 Level Milestone TPM3 Excellence Award Evaluation Scores Level 1-5

There is a 10 item self-assessment sheet for each Area of Focus which allows you to score your achievements out of a possible score of 100%. Each Area of Focus must achieve the required score for the specified level to achieve that rating level for the site / business unit. Leadership

Component Area of Focus Level 1 Level 2 Level 3 Level 4 Level 5

Purpose 1.1.1 Strategy Development 60% 70% 80% 85% 90%

1.1.2 Dashboard Goals & Targets 60% 70% 80% 85% 90%

1.1.3 Mandates & Boundaries 60% 70% 80% 85% 90%

Information 1.2.1

Site Leadership Team TPM3 Noticeboard & Scoreboard

60% 70% 80% 85% 90%

1.2.2 Communication Strategy 60% 70% 80% 85% 90%

1.2.3 Recognition System 60% 70% 80% 85% 90%

1.2.4 Site Daily Review Process 60% 70% 80% 85% 90%

1.2.5 Frontline Problem Solving 70% 80% 85% 90%

Relationships 1.3.1 Defined Production Areas 60% 70% 80% 85% 90%

1.3.2 Production Area Based Teams 60% 70% 80% 85% 90%

1.3.3 Allocated Support Staff for Production Area Based Teams

60% 70% 80% 85% 90%

1.3.4 Defined Maintenance Areas 70% 80% 85% 90%

1.3.5 Defined Support Areas 85% 90%

1.3.6 Defined Value Streams 85% 90%

Capability

Component Area of Focus Level 1 Level 2 Level 3 Level 4 Level 5

Knowledge Base

2.1.1 Site Leadership Team 60% 70% 80% 85% 90%

2.1.2 Personnel 60% 70% 80% 85% 90%

2.1.3 TPM3 Library & Knowledge Base 60% 70% 80% 85% 90%

Team Effectiveness

2.2.1 Leadership Team(s) 60% 70% 80% 85% 90%

2.2.2 TPM3 Cross-functional Teams 60% 70% 80% 85% 90%

2.2.3 Area Based Teams Progressing TPM3 60% 70% 80% 85% 90%

Key Roles 2.3.1 TPM3 Champions 60% 70% 80% 85% 90%

2.3.2 TPM3 Co-ordinator(s) 60% 70% 80% 85% 90%

2.3.3 Team Leaders of TPM3 Teams 60% 70% 80% 85% 90%



Improvement Activity

Component Areas of Focus Level 12 DPAs

*

Level 2 25% of DPAs & DMAs


Level 4 75% of DTAs

Level 5 100% of

DTAs

Safety & Environment Management

3.1.1 Safety Management 60% 70% 80% 85% 90%

3.1.2 Environmental Management 70% 80% 85% 90%

Focused Equip & Process Improvement

3.2.1 Focused Equip & Process Improvement (FE&PI) (Macro, Micro or Special Micro FE&PI / Mini Micro Problem Solving)

60% 70% 80% 85% 90%

Work Area Management

3.3.1 Work Area Management (WAM) 60% 70% 80% 85% 90%

Operator Equipment Management (7 Steps)

3.4.1 Operator Equipment Management Step 1 (OEM-1) 60% 70% 80% 85% 90%

3.4.2 Operator Equipment Management Step 2 (OEM-2) 70% 80% 85% 90%

3.4.3 Operator Equipment Management Step 3 (OEM-3) 80% 85% 90%

3.4.4 Operator Equipment Management Step 4 (OEM-4) 80% ** 85% 90%

3.4.5 Operator Equipment Management Step 5 (OEM-5) 85% 90%

3.4.6 Operator Equipment Management Step 6 (OEM-6) 85% ** 90%

3.4.7 Operator Equipment Management Step 7 (OEM-7) 90% **

Maintenance Excellence Management

3.5.1 Maintenance Excellence Leadership Team (MELT) 70% 80% 85% 90%

3.5.2 Maintenance Improvement Team (MIT) 70% 80% 85% 90%

3.5.3 Work Area Management (WAM) for Maintenance 70% 80% 85% 90%

3.5.4 Maintenance Process Management (WAM / MPM) 80% 85% 90%

New Equipment / Product / Area Management

3.6.1 New Equipment Management (NEM) ** 85% 90%

3.6.2 New Product Management (NPM) ** 85% 90%

3.6.3 New Area Management (NAM) ** 85% 90%

Support Department Excellence Management

3.7.1 Support Depart Ex Leadership Team (SDELT) 85% 90%

3.7.2 Support Improvement Team (SIT) 85% 90%

3.7.3 Work Area Management (WAM) for Support 85% 90%

3.7.4 Support Process Management (WAM / SPM) 90%

Value Stream Management 3.8.1

Focused Process Improvement (FPI) (Macro, Micro or Special Micro FPI) (Mini Micro Problem Solving)

85% 90%

3.8.2 Work Area Management (WAM) for Office 85% 90%

3.8.3 Customer Process Management (WAM / CPM) 90%

People & Leadership Development

3.9.1 People & Leadership Development Leadership Team (PLDLT)

80% 85% 90%

3.9.2 Education & Training Team 80% 85% 90%

3.9.3 People Support Systems 80% 85% 90%

Process Quality Management

3.10.1 Quality 90%

3.10.2 Innovation 90%

* 2 Pilot Areas ** If appropriate, Area of Focus is not compulsory for the award if site is not progressing any new equipment, products or areas, however if such teams have been conducted in the past their final presentations should be reviewed and evaluated based on the level of TPM3 activity at the time of the team eg if site is being evaluated for say Level 4 yet the team was conducted when the site was at Level 2 then you would expect a score of 70% rather than 85%.



Impact

Component

Areas of Focus Level 1 2 DPAs

*



Level 4 75% of DTAs

Level 5 100% of

DTAs

Tangible 4.1.1

Site Goal Aligned Performance Measures

60% 70% 80% 85% 90%

4.1.2 DPA Goal Aligned Performance Measures

60% 70% 80% 85% 90%

4.1.3 DPA Improvement Driver Results 60% 70% 80% 85% 90%

4.1.4 Maintenance Performance 70% 80% 85% 90%

4.1.5 Support Department Performance 85% 90%

4.1.6 DVS Improvement Driver (Lead Time) Results

85% 90%

Intangible 4.2.1 Appearance of Workplace 80% 85% 90%

4.2.2 Community Perception 80% 85% 90%

Improvement 4.3.1 TPM3 Actions Completed 60% 70% 80% 85% 90%

4.3.2 TPM3 Improvement Sheets 60% 70% 80% 85% 90%

4.3.3 A3 Summary Sheets 70% 80% 85% 90%

4.3.4 TPM3 One Point Lessons 80% 85% 90%

* 2 Pilot Areas DTAs = Defined TPM3 Areas: Defined Production Area (DPA) - defined area where OEE can be measured and at

least 4 permanent employees per shift work in that area Defined Maintenance Area (DMA) – defined area where Time Lost can be

measures and at least 4 permanent maintenance employees have responsibility Defined Support Area (DSA) – defined area / process where Lead Time can be

measured and at least 4 permanent employees on the same shift work in or are responsible for the area / process

Defined Value Stream (DVS) – defined process from customer request to delivery / payment where Lead Time can be measured and at least 4 permanent employees are responsible for the Value Stream

CTPM Australasia Copyright 2013 – No copies without express written consent 1

TPM3 Milestone Assessment Process – Levels 1 to 5 1.1 Leadership - Purpose

1.1.1 Strategy Development Assessment Sheet

Site: Rating Legend 0 – No evidence of activity or 0% 1 – Attempted but no results or 10% 2 – Little evidence of activity or 25% 3 – Half-way to full implementation or 50%4 – Close to full implementation or 75% 5 – Fully implemented or 100%

TPM3 Champion: Internal Assessor:

Date of Assessment:

Is there a documented plan and schedule for each cycle of TPM3 activity?

Activity Description 0 1 2 3 4 5 Comments 1. The TPM3 journey is based on 3-4 month cycles of

TPM3 activity supported by weekly review meetings and a Site Master Plan spanning 12-15 cycles

2. A formal TPM3 Pre-cycle Strategy workshop is conducted by all Leadership Teams 2-3 weeks before the conclusion of the current cycle to review and learn from the previous cycle and establish a plan and schedule for the next cycle

3. Each Leadership Team Pre-cycle Strategy workshop documents its mandate for the next cycle and reconfirms the Improvement Vision for the Site

4. There is a balance between Cross-functional and Area Based Team improvement in the current cycle of TPM3 which is supported by areas and people once started, continuing the TPM3 improvement journey

5. The outcomes from each TPM3 Pre-cycle Strategy planning workshop are fully documented

6. The outcomes from each TPM3 Pre-cycle Strategy workshop are communicated to all relevant personnel at site before or during the commencement of the next cycle

7. Actions from each Pre-cycle Strategy workshop are documented and monitored on the Leadership Team Task Sheet

8. Everyone at the site understands the clear, concise and documented Improvement Vision and why this is important to the business

9. An agreed Philosophy for decision making as you progress your TPM3 improvement journey has been established and communicated to all at the site

10. Each Leadership Team has an on-going Opportunity List to assist in developing the improvement plan for the next cycle

Totals (Date of Last Update: 16 January 2013)

Total / 50X 2 = %



1.1.2 Dashboard Goals & Targets Assessment Sheet

Leadership Team: Rating Legend 0 – No evidence of activity or 0% 1 – Attempted but no results or 10% 2 – Little evidence of activity or 25% 3 – Half-way to full implementation or 50%4 – Close to full implementation or 75% 5 – Fully implemented or 100%


Date of Assessment:

Do all Leadership Teams establish and monitor their TPM3Dashboard Input & Process measures for each cycle?

Activity Description 0 1 2 3 4 5 Comments 1. A TPM3 Dashboard has been created by the Leadership

Team which is used to set and monitor input and process targets for each cycle

2. An appropriate set of TPM3 Input measures (typically 16) are established and recorded for each TPM3 cycle

3. An appropriate set of TPM3 Process measures for Cross-functional Teams (typically 6) are established and recorded for each TPM3 cycle

4. An appropriate set of TPM3 Process measures for Area Based Teams (typically 7) are established and recorded for each TPM3 cycle

5. Targets are set for all TPM3 Dashboard Input measures for the next cycle during each Pre-cycle Strategy

6. Actual Performance to Target Performance regarding all TPM3 Dashboard Input measures is reviewed and reflected during each Pre-cycle Strategy with any corrective actions noted on the Leadership Team Task Sheet

7. TPM3 Input measure target of ‘% time for TPM3 for all personnel on site’ is established at the start of each Pre-cycle Strategy workshop so as to ensure sufficient teams are identified to progress towards the site Improvement Vision (10%)

8. TPM3 Input measure of ‘% time for TPM3 for all personnel on site’ is calculated using the CTPM Spreadsheet tool after all teams for the cycle have been decided upon, to verify the proposed target will be achieved

9. TPM3 Process measures for Cross-functional Teams are reviewed during each Pre-cycle Strategy workshop and used to set targets for the next TPM3 cycle

10. TPM3 Process measures for Area Based Teams are reviewed during each Pre-cycle Strategy workshop and used to set targets for the next TPM3 cycle


Total / 50X 2 = %

Note: A separate sheet is to be used for each Leadership Team (Site, Area, Support etc) being assessed



1.1.3 Mandates & Boundaries Assessment Sheet



Date of Assessment:

Are appropriate mandates & boundaries established for each TPM3 team?

Activity Description 0 1 2 3 4 5 Comments 1. The boundaries for all current TPM3 activities have

been established by the relevant Leadership Team

2. Each Leadership Team has a documented mandate for their current cycle which supports the site Improvement Vision and is displayed on their Noticeboard so all personnel can see

3. Each Leadership Team mandate is reviewed at each Pre-cycle Strategy workshop for evaluation of achievement

4. Each Cross-functional TPM3 team has a clear mandate and set of boundaries established by their Leadership Team that are shared with all personnel via the Team Information Sheet which is displayed on the Team’s Noticeboard

5. Each Cross-functional TPM3 team’s mandate and boundaries are reviewed by their Leadership Team at the mid-way presentation and adjusted where appropriate to ensure team success

6. Achievement of each Cross-functional TPM3 team’s mandate is acknowledged at each final team presentation by their Leadership Team

7. Each Area Based Team progressing TPM3 has a clear mandate and set of boundaries established by their Leadership Team that are shared with all personnel via the Team Information Sheet which is displayed on the Team’s Noticeboard

8. Each TPM3 Area Based Team’s mandate and boundaries are reviewed by their Leadership Team at the mid-way presentation and adjusted where appropriate to ensure team success

9. Achievement of each Area Based Team’s TPM3 mandate is acknowledged at each final team presentation by their Leadership Team

10. Area Based Team mandates and boundaries for TPM3 activities are developed to promote the maturity growth of the team


Total / 50X 2 = %


TPM3 Milestone Assessment Process – Levels 1 to 5 1.2 Leadership - Information

1.2.1 Site Leadership Team TPM3 Noticeboard & Scoreboard Assessment Sheet



Date of Assessment:

Is an effective Site Leadership Team TPM3 Noticeboard & Scoreboard to site standard established?

Activity Description 0 1 2 3 4 5 Comments 1. A Site Leadership Team TPM3 Noticeboard has

been established that is the model TPM3 Noticeboard for the site and sets the standard for all TPM3 Noticeboards

2. The Site Leadership Team TPM3 Noticeboard is well positioned so that the majority of personnel regularly see it

3. Key TPM3 monitoring documents (Task Sheet, History Sheet, Parking Lot Sheet and Discussion Sheet) used in Site Leadership Team meetings are clearly displayed on their TPM3 Noticeboard

4. Site Leadership Team mandate and team member names and team photo are clearly displayed on the Site Leadership Team TPM3 Noticeboard

5. The Site Leadership Team TPM3 Noticeboard is updated after each meeting (typically weekly)

6. A Schedule of TPM3 activities for the cycle highlighting all teams reporting directly to the Site Leadership Team is documented and displayed on the Site Leadership Team TPM3 Noticeboard

7. A Site TPM3 Scoreboard has been established that is the model Scoreboard for the site and sets the standard for all Goal Aligned Scoreboards

8. The Site TPM3 Scoreboard is well positioned so that the majority of employees regularly see it

9. The appropriate Site Goal Aligned Performance Measures spanning the agreed Key Success Factors for Operations are clearly displayed in a site standardised weekly run chart format

10. The Site TPM3 Scoreboard is updated at least weekly


Total / 50X 2 = %



1.2.2 Communication Strategy Assessment Sheet



Date of Assessment:

Is there an effective TPM3 Communications Strategy for the site?

Activity Description 0 1 2 3 4 5 Comments 1. A documented Communication Strategy exists

that supports the TPM3 journey and is formally reviewed at each TPM3 Pre-cycle Strategy workshop

2. All personnel in Defined Production Areas progressing their TPM3 journey receive weekly TPM3 progress briefings in front of their DPA Scoreboard and relevant team boards

3. All personnel receive monthly TPM3 progress briefings assisted by the Site Leadership Team TPM3 Noticeboard and Scoreboards

4. All personnel receive 3-4 monthly Business Performance and Direction briefings including outcomes from the previous cycle and the plan for the next cycle of the TPM3 journey

5. The theme that ‘TPM3 can be fun’ is interwoven into the site’s communications

6. TPM3 team activities and achievements are formally communicated to all personnel within 2 weeks after each mid-way and final presentation

7. Improvement policies (or guidelines) are documented and displayed on all Leadership Team Noticeboards such that all personnel can easily refer to them

8. A broadcast (briefing, newsletter etc) is made at least at the conclusion of each 3-4 month cycle to advise all employees of the outcomes and learnings for the cycle

9. TPM3 progress and learnings are often discussed during company presentations to site personnel, suppliers and customers

10. The site shares their TPM3 improvement journey achievements and learnings through forums, local press, site visits etc


Total / 50X 2 = %



1.2.3 Recognition System Assessment Sheet



Date of Assessment:

Is there an effective formal recognition system for all TPM3 activities?

Activity Description 0 1 2 3 4 5 Comments 1. A formal documented recognition system has

been established to ensure recognitions are consistent across the site

2. The recognition system includes a Site recognition policy or process

3. The recognition system includes a Department recognition policy or process

4. The recognition system includes a Defined Area recognition policy or process

5. The recognition system includes a Team recognition policy or process

6. The recognition system includes an Individual recognition policy or process

7. All TPM3 teams conduct a mid-way presentation and receive appropriate recognition at the time for their efforts from a Leadership Team member

8. All TPM3 teams conduct a final presentation and receive appropriate recognition at the time for their efforts from their TPM3 Champion

9. Agreed Leadership Team attendance occurs at all TPM3 team presentations

10. All personnel in each Defined Area progressing TPM3 Cross-functional Team activity are recognised for their contribution rather than just the Cross-functional Team members


Total / 50X 2 = %



1.2.4 Site Daily Review Process Assessment Sheet



Date of Assessment:

Is there an effective site daily review process supported by an effective visual information centre?

Activity Description 0 1 2 3 4 5 Comments 1. A Site Daily Review Meeting is scheduled each

working day at a set time, at a set place and with a set agenda

2. A visual Information Centre has been established to support the meeting with any deviations from expectation highlighted so all can see

3. People have nominated roles for the daily meeting

4. The meeting has a standard agenda on display that flows in line with design of the information centre and is always followed

5. There is a documented policy on display that sets the triggers for instigating Frontline Problem Solving with the policy always being followed

6. Meeting always starts and finishes on time as indicated by clock with visual control displayed to all

7. All tasks generated at meeting are documented and progress monitored to a standard process

8. All attendees turn up prepared with the right information every meeting

9. Information Centre operates to defined visual standards eg: colour coding, standardisation of reports, all information can be read from 2m away

10. All attendees leave meeting feeling engaged and with all the information they require to achieve the production plan for at least the next 2 days production


Total / 50X 2 = %



1.2.5 Frontline Problem Solving Assessment Sheet



Date of Assessment:

Is there an effective Frontline Problem Solving (FLPS) process?

Activity Description 0 1 2 3 4 5 Comments 1. A formal Reactive Improvement Frontline Problem Solving (FLPS)

process based on a scientific method (eg Plan-Do-Check-Act) has been adopted at the site to support Root Cause Analysis

2. The Production Manager(s) along with their key direct reports have attended formal training on Reactive Improvement Frontline Problem Solving and gone on to successfully identify and solve the root causes to at least 3 Frontline problems / incidents resulting in acceptable A3 Summary Sheets being generated

3. The Maintenance and Quality Manager along with their key direct reports have attended formal training on Reactive Improvement Frontline Problem Solving and gone on to successfully identify and solve the root causes to at least 3 Frontline problems / incidents resulting in acceptable A3 Summary Sheets being generated

4. A written policy for addressing and solving Frontline problems / incidents has been established which includes capturing and sharing the learnings

5. Effective Triggers which are regularly reviewed, have been documented and are followed at all Daily Review Meetings within the Frontline Problem Solving policy, to initiate a Root Cause Analysis using Frontline Problem Solving

6. A clear timeframe target is set for each allocated Root Cause Analysis using Frontline Problem Solving for the Step 5 presentation (approval to implement root cause solutions) to the initiating Daily Review Meeting

7. Limits are in place as to how many Root Cause Analyses using Frontline Problems Solving a person can lead at any one time

8. A softcopy is generated for all completed FLPS A3 Summary Sheets that is filed in a common share directory that has sub directories based on the site’s maintenance equipment structure.

9. All information gathered during a Frontline Problem Solving activity (eg workbook, photos of Cause & Effect Diagram and Why-Why Diagram etc) is collated and filed in a central location available for all as reference when addressing similar problems

10. An audit process is in place to verify the completeness and quality of the outcomes (A3 Summary Sheets) of the FLPS process


Total / 50X 2 = %


TPM3 Milestone Assessment Process – Levels 1 to 5 1.3 Leadership - Relationships

1.3.1 Defined Production Areas Assessment Sheet



Date of Assessment:

Have Defined Production Areas been established that allow the measurement of the appropriate TPM3 Driver (eg OEE) and the formation of Area Based Teams (at least 4 personnel per shift)?

Activity Description 0 1 2 3 4 5 Comments 1. Each Defined Production Area (DPA) has clear

physical boundaries

2. There are at least 4 permanent personnel per production shift in each Defined Production Area

3. A designated DPA Noticeboard to the site standard exists for each Defined Production Area that is progressing the TPM3 journey (separate from each team’s Noticeboard) once Cycle 2 has commenced

4. Each DPA Noticeboard provides current information regarding all Cross-functional and Area Based improvement team activities in the Defined Production Area

5. The Maintenance personnel who are responsible for supporting the Defined Production Area are clearly identified on the DPA Noticeboard

6. Other support staff (quality, technical, etc) who are responsible for supporting the Defined Production Area are clearly identified on the DPA Noticeboard

7. A designated DPA Scoreboard to the site standard exists for each Defined Production Area that is progressing the TPM3 journey (separate from each team’s Scoreboard)

8. The designated DPA Scoreboards displays the daily and weekly run charts for the TPM3 Driver (eg. OEE [A x R x Q], Lead Time)

9. The designated DPA Scoreboards displays the daily and weekly run charts for the agreed Goal Aligned Performance Measures

10. The DPA Scoreboards in each Defined Production Area are used as a focus point for regular shift briefings / daily toolbox meetings


Total / 50X 2 = %



1.3.2 Production Area Based Teams Assessment Sheet



Date of Assessment:

Have Production Area Based Teams been formally established that consist of 4-8 personnel per team with clear mandates and boundaries?

Activity Description 0 1 2 3 4 5 Comments 1. Each Defined Production Area has clearly defined

Area Based Teams consisting of 4-8 personnel in each team with a designated Team Leader on the same shift

2. All personnel who work in the Defined Production Area have been allocated to an Area Based Team

3. The understanding is that all permanent personnel will remain in their Area Based Team for the foreseeable future rather than rotate through teams

4. Each Defined Production Area has been divided into appropriate defined Improvement Areas for each Area Based Team improvement activities

5. Each Area Based Team has a clear mandate for formal improvement activities (eg WAM / OEM) within their defined Improvement Area

6. There is effective communication between all Area Based Teams in each Defined Production Area such that all improvement activities are approved by all Area Based Teams via sign-off by their Team Leaders

7. Each Area Based Team has their own designated WAM / OEM Noticeboard to the site standard

8. Each Area Based Team has their own designated WAM / OEM Scoreboard to the site standard

9. All team members in each Area Based Team have developed their Base Skills sufficient to provide appropriate flexibility when achieving the Production Plan to support ownership for improvement activities

10. Each team member in each Area Based Team is progressing the development of their Mastery Skills regarding their equipment


Total / 50X 2 = %



1.3.3 Allocated Support Staff for Production Area Based Teams Assessment Sheet



Date of Assessment:

Have designated support personnel been allocated to all Production Area Based Teams so that there is direct linkage with no ambiguity?

Activity Description 0 1 2 3 4 5 Comments 1. Each Production Area Based Team has a

designated mechanical maintenance person as their first line of maintenance support

2. Each Production Area Based Team has a designated electrical maintenance person as their first line of electrical maintenance support

3. Each Production Area Based Team has a designated quality support person as their first line of quality support

4. Each Production Area Based Team has a direct link mechanism with their designated mechanical maintenance person

5. Each Production Area Based Team has a direct link mechanism with their designated electrical maintenance person

6. Each Production Area Based Team has a direct link mechanism with their designated quality support person

7. Each Production Area Based Team has a designated Leadership Team mentor

8. Each Production Area Based Team has a designated TPM3 Co-ordinator

9. Each Production Area Based Team maintains records of the tasks they request from their dedicated support personnel

10. Each Production Area Based Team maintains records of the tasks completed in their Improvement Area by their dedicated support personnel


Total / 50X 2 = %



1.3.4 Defined Maintenance Areas Assessment Sheet



Date of Assessment:

Have Defined Maintenance Areas (DMAs) been established that allow the measurement of achievements and the formation of Area Based Teams (at least 4 permanent personnel per shift)?

Activity Description 0 1 2 3 4 5 Comments 1. All areas of the site that Maintenance are responsible for eg

workshops, stores, service areas etc have been identified to create appropriate Defined Maintenance Areas which have clear physical boundaries and this is displayed on the MELT Noticeboard

2. A plan exists for all Maint personnel to be allocated to a Defined Maint Area to allow their participation in Maint Area Based Team on-going improvement activities such as Work Area Management

3. Where appropriate eg main workshop, a designated DMA Noticeboard to the site standard exists for each Defined Maintenance Area that is progressing the TPM3 journey (separate from each team’s Noticeboard)

4. Where appropriate eg main workshop, a designated DMA Scoreboard to the site standard exists for each Defined Maintenance Area that is progressing the TPM3 journey (separate from each Team’s Scoreboard)

5. Each designated DMA Scoreboard displays appropriate measures to provide timely feedback on the performance of the Defined Maintenance Area

6. Where appropriate, each Defined Maintenance Area has clearly defined Maintenance Area Based Teams

7. All Maintenance personnel have been allocated to a Maintenance Area Based Team for on-going improvement activities

8. The understanding is that Maintenance personnel will remain in their Maintenance Area Based Team for the foreseeable future rather than be on a rotation system

9. Each Maintenance Area Based Team has clear mandate and boundaries for formal improvement activities within their defined Improvement Area that are shared with personnel via the Team Information Sheet on their Team Noticeboard

10. There is effective communication between all Maintenance Area Based Teams in each Defined Maintenance Area such that all improvement activities are approved by all Area Based Teams via sign-off by their Team Leader in the Defined Maintenance Areas


Total / 50X 2 = %



1.3.5 Defined Support Areas Assessment Sheet



Date of Assessment:

Have Defined Support Areas (DSAs) been established that allow the measurement of achievements and the formation of Area Based Teams (at least 4 permanent personnel per shift)?

Activity Description 0 1 2 3 4 5 Comments 1. Each Defined Support Area has clear physical

boundaries and this is displayed on the SLT Noticeboard

2. There are allocated Support personnel responsible for each Defined Support Area

3. Where appropriate, a designated DSA Noticeboard to the site standard exists for each Defined Support Area that is progressing the TPM3 journey

4. Where appropriate, a designated DSA Scoreboard to the site standard exists for each Defined Support Area that is progressing the TPM3 journey

5. The designated DSA Scoreboard displays appropriate measures to provide feedback on the performance of the Defined Support Area

6. Each Defined Support Area has clearly defined Area Based Teams consisting of 4-8 personnel in each team on the same shift

7. All Support personnel have been allocated to an Area Based Team

8. The understanding is that personnel will remain in their Area Based Teams for the foreseeable future rather than be on a rotation system

9. Each Support Area Based Team has clear mandate and boundaries for formal improvement activities within their defined Improvement Area that are shared with personnel via the Team Information Sheet on their Team Noticeboard

10. There is effective communication between all Area Based Teams in each Defined Support Area such that all improvement activities are approved by all Area Based Teams in the DSA


Total / 50X 2 = %



1.3.6 Defined Value Streams Assessment Sheet



Date of Assessment:

Have Defined Value Streams (DVSs) been established at the site?

Activity Description 0 1 2 3 4 5 Comments 1. All Defined Value Streams at the site have been

identified based on product / output family and customer group / location

2. Each Defined Value Stream has a clearly defined start and end point ( process boundaries)

3. The Defined Value Streams at the site are noted on the Site Leadership Team Noticeboard

4. There is an allocated person responsible for each Defined Value Stream

5. A designated DVS Scoreboard to the site standard exists for each Defined Value Stream that is progressing the TPM3 journey

6. The designated DVS Scoreboard displays appropriate measures to provide feedback on the performance of the Defined Value Stream

7. A Value Stream / Process Flow Map has been created for each Defined Value Stream that is progressing the TPM3 journey

8. Each Value Stream / Process Flow Map identifies the departments involved in the Value Stream

9. Each Value Stream / Process Flow Map identifies the Defined Production Areas and / or Defined Support Areas involved in the Value Stream

10. Each Value Stream / Process Flow Map identifies the number and % of personnel from each Defined Production Area and / or Defined Support Area involved in the Value Stream


Total / 50X 2 = %


TPM3 Milestone Assessment Process – Levels 1 to 5 2.1 Capability - Knowledge Base

2.1.1 Site Leadership Team Assessment Sheet



Date of Assessment:

Is the Site Leadership Team properly trained and effective?

Activity Description 0 1 2 3 4 5 Comments 1. All Site Leadership Team members have

completed the two-day Getting TPM & Lean to Work workshop (or similar)

2. All Site Leadership Team members have attended the TPM3 Introduction Strategy workshop and /or the most recent TPM3 Pre-cycle Strategy workshop

3. All Site Leadership Team members have completed the 3-day TPM3 Advanced Training workshop (or similar)

4. All TPM3 Champions (Production, Maintenance, Quality, HR etc) and TPM3 Co-ordinator(s) have successfully completed the TPM3 Leadership / Instructor’s Course

5. TPM3 Champions or assigned Site Leadership Team representative actively participate in Cross-functional and Area Based Team kick-off workshops within their area of responsibility

6. All Site Leadership Team members actively participate in Pre-cycle Strategy workshops

7. All Site Leadership Team members have completed at least three cycles of Cross-functional Team improvement as a team member

8. Site Leadership Team has a track record of ensuring once a person is a member of a TPM3 Cross-functional Team they continue to be a member of future Cross-functional teams

9. Site Leadership Team members engage all their personnel to contribute to decision making through their TPM3 activities

10. All Site Leadership Team members can demonstrate how they regularly (eg 3 times a day) ‘Walk the Talk’ of the TPM3 journey by visiting the workplace and provide daily coaching


Total / 50X 2 = %



2.1.2 Personnel Assessment Sheet



Date of Assessment:

Are all personnel adequately trained in TPM3 and are effective in their TPM3 activities?

Activity Description 0 1 2 3 4 5 Comments 1. All personnel involved in TPM3 Cross-

functional Team improvement activity have undertaken at least one-day Awareness training or equivalent

2. All personnel involved in TPM3 Area Based Teams have undertaken at least half-day Overview or one-day Awareness training or equivalent

3. All personnel involved in TPM3 Cross-functional Teams and / or Area Based Teams complete an appropriate kick-off workshop at the start of their team activity

4. Support staff with required specific technical knowledge have been allocated to assist teams to achieve their mandate

5. There is effective support from allocated support staff in all Defined Production Areas progressing their TPM3 journey

6. All TPM3 Cross-functional Teams have clearly documented mandates which they achieve

7. All TPM3 Area Based Teams have clearly documented mandates which they achieve

8. TPM3 activity has developed effectively within each Defined Production Area that has commenced the TPM3 journey

9. All TPM3 Co-ordinators are accredited TPM3 Leaders / Instructors

10. All Team Leaders of TPM3 teams effectively support and assist team members in their TPM3 activities


Total / 50X 2 = %



2.1.3 TPM3 Library & Knowledge Base Assessment Sheet



Date of Assessment:

Has an adequate and effective TPM3 Library and electronic TPM3 Knowledge Base been established?

Activity Description 0 1 2 3 4 5 Comments 1. There is a clearly defined and centralised physical place

(eg TPM3 library) where hard copy TPM3 support materials (eg training manuals, reference books, etc) are located

2. The concept of “a place for everything and everything in its place” has been applied to the TPM3 library

3. Where applicable, Visual Controls have been applied to the TPM3 library to make it easy to locate all TPM3 support material

4. All employees know about the TPM3 library and they have access to it

5. There is a procedure established for requesting / returning TPM3 support material

6. An effective electronic TPM3 Knowledge Base that is accessible by all employees and is up to date (eg latest version forms etc) has been established to support the TPM3 journey at the site

7. Mid-way and Final Team presentations, Pre-cycle Strategy / Quarterly Review Outcomes, A3 Summary Sheets, TPM3 Improvement Sheets, One Point Lessons, Team Records etc are logically filed (soft copy) in the TPM3 Knowledge Base for review and use by existing and future TPM3 teams

8. Where applicable the electronic TPM3 Knowledge Base is structured based on the site’s Equipment Structure (especially A3 Summary Sheets etc)

9. All employees know about the electronic TPM3 Knowledge Base and they have access to it

10. TPM3 Co-ordinators and TPM3 team members effectively use the electronic TPM3 Knowledge Base and TPM3 Library and benefit from them


Total / 50X 2 = %


TPM3 Milestone Assessment Process – Levels 1 to 5 2.2 Capability - Team Effectiveness

2.2.1 Leadership Team(s) Assessment Sheet

Leadership Team: Rating Legend 0 – No evidence of activity or 0% 1 – Attempted but no results or 10% 2 – Little evidence of activity or 25% 3 – Half-way to full implementation or 50%4 – Close to full implementation or 75% 5 – Fully implemented or 100%


Date of Assessment:

Are all Leadership Teams (Area, Prod Support and People Development) effective?

Activity Description 0 1 2 3 4 5 Comments 1. Leadership Team (LT) has an appropriate mandate

approved by the SLT for each cycle which is linked to the site’s Improvement Vision (3-5 yrs) displayed on their Noticeboard

2. Leadership Team has established its Noticeboard to the site standard, which is updated weekly to inform everyone about their TPM3 activities

3. Leadership Team has established its Scoreboard to the site standard, which is updated weekly to display their Goal Aligned measures

4. Leadership Team Noticeboard and Scoreboard are regarded as the model for their TPM3 teams to follow / copy

5. Leadership Team holds regular well attended meetings each week with the focus of ensuring all teams reporting to them will achieve their mandates

6. Latest Discussion Sheet along with Task Sheet, Parking Lot Sheet and History Sheet updates are generated at each Leadership Team meeting and placed on their Noticeboard

7. An agenda in established and followed at all Leadership Team meetings

8. Leadership Team tracks meeting frequency and attendance

9. Leadership Team has an up to date TPM3 schedule of activities for all teams reporting to it and all teams they provide support to.

10. Learnings of the Leadership Team get shared with other Leadership Teams. LT takes advantage of its own and other Leadership Team’s learnings


Total / 50X 2 = %

Note: A separate sheet is to be used for each Leadership Team (Area, Prod Support etc) being assessed



2.2.2 TPM3 Cross-functional Teams Assessment Sheet



Date of Assessment:

Are all TPM3Cross-functional Teams effective?

Activity Description 0 1 2 3 4 5 Comments 1. Appropriate team mandate & boundaries are

established for each TPM3 Cross-functional Team by the relevant Leadership Team, which are clearly displayed via the Team Information Sheet on the Team’s Noticeboard

2. All TPM3 Cross-functional Teams establish Roles and Rules with consequences which are understood and followed by all team members

3. All TPM3 Cross-functional Teams have established their Noticeboard to the site standard, which is updated frequently eg after each meeting to inform everyone about the teams’ activities

4. All TPM3 Cross-functional Teams have established their Scoreboard to the site standard, which is updated frequently (at least weekly) to display their impact

5. All TPM3 Cross-functional Teams have appropriate representation such that all personnel in Areas progressing TPM3 have an opportunity to continue to be on a Cross-functional Team once on a team

6. Latest Discussion Sheet along with Task Sheet, Parking Lot Sheet and History Sheet updates are generated at each team meeting and placed on the team’s Noticeboard

7. All TPM3 Cross-functional Team meetings have an agenda and a clear meeting process that is followed and understood with meeting frequency and attendance tracked

8. All TPM3 Cross-functional Team activities and improvement tasks are shared among team members

9. All TPM3 Cross-functional Team members agree on the team direction and actions to achieve their mandate with all members participating equally in decisions

10. Learnings of each TPM3 Cross-functional Team get shared with all other TPM3 Cross-functional Teams


Total / 50X 2 = %



2.2.3 Area Based Teams Progressing TPM3 Assessment Sheet



Date of Assessment:

Are all Area Based Teams progressing TPM3 effective?

Activity Description 0 1 2 3 4 5 Comments 1. Appropriate team mandate & boundaries are established

for each Area Based Team progressing TPM3 by the relevant Leadership Team, which are clearly displayed via the Team Information Sheet on the Team’s Noticeboard

2. All Area Based Teams progressing TPM3 establish Focus Points, Roles and Rules with consequences which are documented and displayed on each Team’s Noticeboard and understood and followed by all team members

3. Each Area Based Team has established its Noticeboard to the site standard, which is updated frequently eg after each meeting to inform everyone about their team activities

4. Each Area Based Team has established its Scoreboard to the site standard, which is updated frequently (at least weekly) to display their achievements

5. Safety & Environment procedures are in place, understood, and followed during all TPM3 activities

6. Latest Discussion Sheet along with Task Sheet, History Sheet and Parking Lot Sheet updates are generated at each team meeting and placed on the team’s Noticeboard

7. TPM3 Improvement Sheets are used to track and record benefits and costs of improvements

8. All team activities and improvement tasks are shared among members in all Area Based Teams progressing TPM3

9. All team members agree on the team direction and actions to achieve their mandate with all members participating equally in decisions

10. Learnings of each Area Based Team get shared with other Area Based Teams through TPM3 Improvement Sheets, OPLs, A3 Summary Sheets etc resulting in all teams taking advantage of other team’s learnings


Total / 50X 2 = %


TPM3 Milestone Assessment Process – Levels 1 to 5 2.3 Capability - Key Roles

2.3.1 TPM3 Champions Assessment Sheet



Date of Assessment:

Are the TPM3 Champions (Production, Maintenance, Engineering, Quality, Value Stream and Human Resource Managers) effective in their role?

Activity Description 0 1 2 3 4 5 Comments 1. All TPM3 Champions are responsible to the Site /

Operations Manager for the success of TPM3 in their area of responsibility

2. All TPM3 Champions are actively involved in TPM3 activities so they are continuously learning about TPM3 by ‘doing’

3. All TPM3 Champions mentor their TPM3 Team Leaders so that TPM3 is successful in their area of responsibility

4. All TPM3 Champions ensure any barriers encountered by their TPM3 Co-ordinator(s) or TPM3 Team Leaders are swiftly and adequately addressed

5. All TPM3 Champions provide all TPM3 team members the opportunity to spend an agreed amount of time on formal TPM3 improvement activities

6. All TPM3 Champions develop the Team Leaders and the team members skills in an ‘inductive / pull culture-change’ environment

7. All TPM3 Champions support the TPM3 Co-ordinator(s) in their area to allow them to successfully facilitate all their TPM3 teams

8. All TPM3 Champions acquire extensive knowledge about TPM3 (TPM & Lean) through the TPM3 Leadership / Instructor Program, TPM3 Forums etc and promote the sharing of this knowledge throughout the site

9. All TPM3 Champions promote the importance of TPM3 (TPM & Lean) to all employees and encourages an environment for team growth

10. All TPM3 Champions negotiate a viable resource plan to support their TPM3 teams to achieve their mandates and exercise best endeavours to support this plan


Total / 50X 2 = %



2.3.2 TPM3 Co-ordinator(s) Assessment Sheet



Date of Assessment:

Is the TPM3 Co-ordinator, or are the TPM3 Co-ordinators effective in their role?

Activity Description 0 1 2 3 4 5 Comments 1. Each TPM3 Co-ordinator reports directly to the Site

Manager or a TPM3 Champion on all TPM3 issues within their area of responsibility

2. Each TPM3 Co-ordinator continually learns about TPM3 facilitation and gains experience through ‘doing’

3. Each TPM3 Co-ordinator ensures each TPM3 team within their area of responsibility is properly facilitated to ensure they achieve their mandate

4. Each TPM3 Co-ordinator supports and assists as necessary all TPM3 Team Leaders within their area of responsibility so they can support and assist as necessary all their TPM3 Team Members

5. Each TPM3 Co-ordinator motivates all personnel to become involved and support all TPM3 initiatives

6. Each TPM3 Co-ordinator assists their Leadership Team(s) in the communication of TPM3 successes and learnings throughout the site and company

7. Each TPM3 Co-ordinator acquires extensive knowledge about TPM3 and promotes the sharing of this knowledge throughout the site and company

8. Each TPM3 Co-ordinator provides Reactive Improvement and Pro-active Improvement problem-solving techniques & issue resolution facilitation along with learnings and standardisation across the site and company

9. Each TPM3 Co-ordinator ensures all TPM3 Teams within their area of responsibility generate TPM3 Improvement Sheets, One Point Lessons and A3 Summary Sheets to the agreed site standard

10. Each TPM3 Co-ordinator documents all achievements and learnings of all TPM3 teams within their area of responsibility and lodges such in the site’s TPM3 Library & Knowledge Base


Total / 50X 2 = %



2.3.3 Team Leaders of TPM3 Teams Assessment Sheet



Date of Assessment:

Are all Team Leaders of TPM3 Teams effective in their role?

Activity Description 0 1 2 3 4 5 Comments 1. All TPM3 Team Leaders plan and organise their TPM3

team meetings (agenda, location, visual aids etc)

2. All TPM3 Team Leaders lead their TPM3 team so that everyone is able to participate and contribute, and meeting outcomes are achieved

3. All TPM3 Team Leaders ensure records are maintained (Attendance and Schedule Sheets, Task Sheets, etc) along with ensuring up to date copies are placed on their TPM3 Noticeboard and where appropriate given to Team Members

4. All TPM3 Team Leaders ensure their TPM3 Scoreboard is up to date and the team focuses on monitoring and improving their TPM3 measures

5. All TPM3 Team Leaders communicate their team’s progress and status within their Defined Area and to other areas of the site

6. All TPM3 Team Leaders encourage their team to use all relevant data and they are able to train their team in how to use analytical tools to aid decision making

7. All TPM3 Team Leaders are able to support their team by obtaining the necessary resources to assist with the approved improvement implementations

8. All TPM3 Team Leaders regularly review their team’s progress towards becoming more independent requiring less facilitation and mentoring support

9. All TPM3 Team Leaders continually review learnings with the team and develop new processes as required to support the integration of their TPM3 activities into their daily work

10. All TPM3 Team Leaders create a positive environment for interaction with other areas / departments within the site


Total / 50X 2 = %


TPM3 Milestone Assessment Process – Levels 1 to 5 3.1 Improvement Activity - Safety & Environment Management

3.1.1 Safety Management Assessment Sheet

Defined TPM3 Area: Rating Legend

0 – No evidence of activity or 0% 1 – Attempted but no results or 10% 2 – Little evidence of activity or 25% 3 – Half-way to full implementation or 50% 4 – Close to full implementation or 75% 5 – Fully implemented or 100%


Date of Assessment:

Are best practice Safety practices being applied effectively by Teams involved in TPM3 activities?

Activity Description 0 1 2 3 4 5 Comments 1. Safety standards and procedures, based on the site

standard, are in place, fully understood and followed during all TPM3 activities

2. Visual Controls are effectively used to indicate safety risks and help promote safe behaviours

3. TPM3 Improvements Sheets are used to record Safety improvements initiated by TPM3 Teams

4. Impact on Safety is considered in all TPM3 activities and improvements

5. Impact on Safety is evaluated by all improvement teams in their decision making process

6. Safety issues are addressed properly and with a sense of urgency by TPM3 teams

7. Each TPM3 Area Based Team progressing OEM uses a Safety Analysis to effectively identify and address any safety risks during OEM Activities

8. Each TPM3 Area Based Team progressing OEM uses a Safety Behaviour Observation System to monitor and address any unsafe conditions or behaviours during OEM Activities

9. Each TPM3 Area Based Team progressing OEM monitors their progress on developing agreed safe behaviours within their workplace

10. Each TPM3 Area Based Team progressing OEM TPM3 Scoreboard displays Safety Behaviour Observation performance of their team during OEM Activities


Total / 50X 2 = %

Note: A separate sheet is to be used for each Defined TPM3Area being assessed


TPM3 Milestone Assessment Process – Levels 2 to 5 3.1 Improvement Activity - Safety & Environment Management

3.1.2 Environmental Management Assessment Sheet

Defined TPM3 Area: Rating Legend



Date of Assessment:

Are best practice Environmental practices being applied effectively by Teams involved in TPM3 activities?

Activity Description 0 1 2 3 4 5 Comments 1. Environmental standards and procedures based

on the site standard, are in place, fully understood and followed during all TPM3 activities

2. Visual Controls are effectively used to indicate environmental risks and help promote good environmental behaviours

3. TPM3 Improvements Sheets are used to record environmental improvements initiated by TPM3 teams

4. Impact on the environment is considered in all TPM3 activities and improvements

5. Impact on the environment is evaluated by all improvement teams in their decision making process

6. Environmental issues are addressed properly and with a sense of urgency by all TPM3 Teams

7. Where appropriate TPM3 Area Based Teams progressing OEM monitor progress on developing good environmental behaviours within their workplace

8. Where appropriate the site’s Goal Aligned Performance Measures include impact on the environment

9. Environmental risks are evaluated by TPM3 Teams prior to any TPM3 Activities

10. TPM3 Teams monitor and address any potential environmental risks during TPM3 Activities


Total / 50X 2 = %

Note: A separate sheet is to be used for each Defined TPM3Area being assessed


TPM3 Milestone Assessment Process – Levels 1 to 5 3.2 Improvement Activity - Focused Equipment & Process Improvement

3.2.1 Focused Equipment & Process Improvement Assessment Sheet

Defined Production Area: Rating Legend



Date of Assessment:

Is the Focused Equipment & Process Improvement Cross-functional Team Improvement Activity being applied effectively?

Activity Description 0 1 2 3 4 5 Comments 1. Each Defined Production Area conducts a Macro FE&PI Team

cycle each 12 months so as to evaluate improvement progress and update the 1st and 2nd Level OEE Improvement Matrices or Lead Time Reduction Matrices

2. Each Defined Production Area (DPA), once commenced the TPM3 journey (completes Macro FE&PI) conducts at least one FE&PI or Mini Micro Problem Solving team per shift each cycle

3. Each Defined Production Area has established its DPA TPM3 Scoreboard which is updated daily or weekly and used to monitor the Goal Aligned Performance Measures for the Defined Production Area

4. All FE&PI teams regularly (weekly) update their Scoreboard, which provide a complete picture of the losses or wastes they are working on along with their Team’s progress (tasks identified / tasks completed etc)

5. Meeting frequency and attendance is tracked by all FE&PI teams

6. Task Sheet, History Sheet and Parking Lot Sheet are updated and new Discussion Sheet generated at each formal team meeting and placed on their Noticeboard

7. Mid-way and Final presentations are documented along with agreed outcomes and achievements, and filed in the site TPM3 Library and / or electronic TPM3 Knowledge Base

8. All potential Micro FE&PI, Special Micro FE&PI and Mini Micro Problem Solving teams recommended by the Macro FE&PI teams are scoped, prioritised and centrally managed with regular feedback to all on site via the Opportunities List on the Site / Area Leadership Team Noticeboard

9. All FE&PI teams clearly distinguish which losses are best referred to Area Based Teams and focus on the technical losses

10. Learnings of each FE&PI team are captured on the team’s History Sheet and shared during Mid-way and Final presentations


Total / 50X 2 = %

Note: A separate sheet is to be used for each Defined Production Area being assessed


TPM3 Milestone Assessment Process – Levels 1 to 5 3.3 Improvement Activity - Work Area Management

3.3.1 Work Area Management Assessment Sheet



Number of Area Based Teams: TPM3 Champion: Internal Assessor:

Date of Assessment:

Is the Work Area in a state of order, with good visual controls and are all the WAM Standards, Procedures and Improvements being sustained?

Activity Description 0 1 2 3 4 5 Comments 1. All Area Based Team members have been allocated a

Focus Point which they continue to take responsibility for

2. No safety hazards, spills, leaks or contamination (e.g. dust, product waste, oil spills, water leaks, corrosion etc) in the Work Area*

*Equipment issues are addressed in the OEM assessment sheets

3. No non-essential items or rubbish is left lying around in the Work Area

4. There is “a place for everything and everything in it’s place” (i.e. all items in the Work Area are being stored correctly when not in use and in a location to minimise the waste of movement)

5. WAM Standards have been set up using photos or other visual controls to show what is expected, and are being maintained by all shifts in the Work Area

6. WAM Procedures supported by checklists and schedules are established, signed-off and correctly followed by all shifts in the Work Area

7. WAM Monitoring system is established in the Work Area to the site standard and is effective – regularly occurs with any non conformances swiftly addressed

8. All WAM Visual Controls in the Work Area are well maintained and still effective (e.g. floor markings, colour coding, labelling and signs etc.)

9. The Waste of excessive movement by materials and people is continuously being addressed by all shifts through their on-going WAM activities

10. The WAM part of all Area Based Team Noticeboards / Scoreboards in the Work Area are up to date including Team Assessment Sheets and Monitoring scores


Total / 50X 2 = %



TPM3 Milestone Assessment Process – Levels 1 to 5 3.4 Improvement Activity - Operator Equipment Management

3.4.1 Operator Equipment Management Step 1 Assessment Sheet

OEM Step 1: Cleaning for Inspection (to find defects) (Working towards Basic Equipment Conditions)




Date of Assessment:

Does the DPA have regular Cleaning for Inspection activities that are effective?

Activity Description 0 1 2 3 4 5 Comments 1. An effective equipment defect identification and management system

incorporating the use of a Defect List by each Area Based Team, has been established with the process clearly displayed in the workplace

2. The Defect Lists are regularly updated (at least weekly) and provide a schedule for the rectification of each identified defect (who will fix and by when) with provision to record date defect is rectified

3. Regular (daily, weekly or fortnightly) Clean for Inspection activities are scheduled into the Production Plan with good adherence to the plan

4. The majority of equipment defects are rectified promptly and all unnecessary / redundant equipment has been removed from the workplace

5. For critical equipment defects, further analysis is conducted by the relevant Area Based Team with their Maintenance support to identify the root cause of the defects

6. The remaining 3 of the four (4) OEM Lists have been developed by each Area Based Team in the DPA and they are updated regularly (at least weekly)

7. Cleaning for Inspection checklists have been developed by each Area Based Team, signed–off by all teams and are being used regularly

8. TPM3 Improvement Sheets for OEM activities have been established and are used to obtain approval from other shifts

9. Visual Controls to monitor the condition of the equipment have been implemented where appropriate

10. One Point Lessons to address the questions about the equipment on the teams’ Questions Lists have been developed and delivered with sign-off


Total / 50X 2 = %





OEM Step 2: Address Sources of Contamination and Difficult to Access Areas




Date of Assessment:

Are Sources of Contamination and Difficult to Access Areas properly addressed?

Activity Description 0 1 2 3 4 5 Comments 1. All Sources of Contamination have been identified and

listed on each team’s relevant List

2. All Difficult to Access Areas for cleaning or inspection have been identified and listed on each team’s relevant List

3. Each Area Based Team has identified at least 1 Source of Contamination and worked through a Frontline Problem Solving process (eg CTPM 7 step process based on P-D-C-A) and successfully addressed by elimination or containment the root cause(s) of the contamination

4. Action plans with realistic timeframes have been established to address all remaining Sources of Contamination

5. Action plans with realistic timeframes have been established to address all Difficult to Access Areas

6. Contamination has been contained such that equipment Visual Controls are effective

7. Cleaning & Inspection times have been reduced by 50%, from the baseline set during the first 6 weeks of the OEM-1 Cleaning for Inspection cycle

8. Cleaning & Inspection checklists and standards are being used regularly and modified when required

9. TPM3 Improvement Sheets have been established for both Sources of Contamination and Difficult to Access Areas

10. All team members have created or contributed to the creation of at least 1 One Point Lesson regarding containing or stopping contamination


Total / 50X 2 = %





OEM Step 3: Standards for Cleaning, Inspection & Lubrication




Date of Assessment:

Have Basic Equipment Conditions been established?

Activity Description 0 1 2 3 4 5 Comments 1. Regular Cleaning & Inspection of the equipment to

required standards is consistent across all shifts

2. Maintenance has rationalised and standardised the use of lubricants within the DPA

3. Adequate One Point Lessons and Training Boards have been created to support lubrication training

4. All Operators in the DPA have achieved the agreed competency level in Lubrication through effective education & training for lubrication

5. Each Area Based Team has identified at least 1 Lubrication problem / issue and worked through a Frontline Problem Solving process (eg CTPM 7 step process based on P-D-C-A) and successfully addressed the problem / issue to root cause(s)

6. Lubrication Standards and Procedures (including checklists and schedules) covering all lubrication points have been established and signed-off by all relevant personnel

7. Visual Controls are used to ensure correct lubrication (right lubricant in right quantity at right frequency)

8. TPM3 Improvement Sheets have been established for Lubrication improvements

9. Time for lubrication inspections has improved from the baseline established in the first 4 weeks of OEM-3 activity, with targets set for further improvement

10. Basic Equipment Conditions – no looseness, no contamination and perfect lubrication, are established and maintained


Total / 50X 2 = %





OEM Step 4: Training for Inspection




Date of Assessment:

Have operators been trained in sufficient equipment functioning (at least 6 relevant modules) to support an effective Inspection at Source Process?

Activity Description 0 1 2 3 4 5 Comments 1. All equipment in DPA has been assessed and appropriate relevant functional

modules (at least 6) have been identified to adequately train operators in Prevention at Source for equipment including diagnosis of problems

2. Adequate One Point Lessons, Training Manuals and Training Boards have been created to support the education and training in each module

3. All Operators in the DPA have achieved the agreed competency level in each module through effective education & training using, where possible, the rely approach through their Team Leaders

Trainers train Team Leaders who then train their own team members (operators)

4. Each Area Based Team has identified at least 1 problem / issue per cycle and worked through a Frontline Problem Solving process (eg CTPM 7 step process based on P-D-C-A) and successful addressed the problem / issue to root cause(s)

5. Cleaning, Inspection and Lubrication Standards and Procedures (including checklists and schedules) have been improved based on OEM-4 activity

6. Mastery Skills matrices have been developed and populated for each Area Based Team, and displayed on their relevant Area Based Team Noticeboard or the DPA Noticeboard

7. Each Area Based Team reviews the previous week’s losses on their equipment to identify any opportunity to enhance their Inspections (eg what they are inspecting) and the Standards and Procedures for their inspections (eg how they are inspecting)

8. Inspection Standards and Procedures, Visual Controls, One Point Lessons and training material have all been progressively enhanced during OEM-4 activities

9. Where appropriate, Operators assist their maintenance colleagues during maintenance activities on their equipment

10. Maintainers regularly assist operators in developing their further understanding of the functioning of their equipment


Total / 50X 2 = %





OEM Step 5: Finalise Inspection Standards for Equipment Care




Date of Assessment:

Have the Inspection Standards for Equipment Care been finalised?

Activity Description 0 1 2 3 4 5 Comments 1. Cleaning and Lubricating standards and procedures

from OEM Step 3 and tentative inspection standards and procedures from OEM Step 4 are now combined

2. Individual inspection manuals have been rationalised and consolidated so as to create the consolidated OEM Manual for the equipment

3. Through operator trials, the optimal combination for inspection standards and procedures has been set addressing work patterns, movement and sequencing

4. Standards are illustrated as simply as possible with OPLs / Visual Controls etc to support them as required

5. Any outstanding items regarding the equipment have been addressed

6. Visual Controls for equipment have been thoroughly implemented

7. Time Lost by Maintenance due to Operators not clearly explaining to them what has happened when they are called to the equipment has been eliminated

8. Equipment breakdowns are now a thing of the past eg the equipment has achieved zero breakdowns

9. All required equipment inspections and actions (eg lubrication) by operators achieve 100% compliance within the documented timeframe

10. All required equipment inspections and actions (eg PMs, PdMs, Periodic Replacements etc) by Maintenance achieve 100% compliance within documented timeframe


Total / 50X 2 = %





OEM Step 6: Process Quality Assurance




Date of Assessment:

Is there a clear understanding by Operators of the relationship between equipment condition and quality of output?

Activity Description 0 1 2 3 4 5 Comments 1. There is no outflow of defective output to downstream

processes

2. All operators are competent in following the Frontline Problem Solving process adopted by the site (eg CTPM 7-step process based on P-C-D-A)

3. All operators are competent in completing a Frontline Problem Solving A3 Summary Sheet

4. All variables associated with the Raw Materials are understood and controlled so no defective raw materials are processed / used

5. P-M Analysis (phenomenon - mechanism) is used when required to ensure zero output quality problems

6. All potential wear points on the equipment are known and monitored to ensure deterioration does not lead to quality problems

7. Quality problems are now a thing of the past eg the Defined Production Area has achieved zero quality problems

8. All required quality inspections and actions (eg weigh checking) by operators achieve 100% compliance within the documented timeframe

9. All required quality inspections and actions (eg calibrations etc) by Quality achieve 100% compliance within documented timeframe

10. Where practical and feasible, mistake proofing has been applied to eliminate human error


Total / 50X 2 = %



TPM3 Milestone Assessment Process – Level 5 3.4 Improvement Activity - Operator Equipment Management


OEM Step 7: Workplace Management




Date of Assessment:

Have the On-going Improvement Activities been consolidated?

Activity Description 0 1 2 3 4 5 Comments 1. Each Area Based Team monitors their progressive

performance on a regular basis throughout their shift (eg hourly or between breaks)

2. A Daily Review Meeting is held at the start of each shift (typically 10 minutes) by each Area Based Team to reflect on the previous 24 hours and plan activities for their shift

3. Any losses or wastes identified during the Area Based Team Daily Review Meetings result in corrective actions being initiated

4. Each Area Based Team monitors their compliance to their rules each shift and records their results

5. Each Area Based Team monitors their compliance to their standards and procedures each shift and records their results

6. Each Area Based Team conducts an Improvement weekly meeting (typically 30 minutes) to reflect on progress and plan future actions to address any performance issues within their control that impact on their Goal Aligned Performance Measures

7. Each Area Based Team conducts an agreed amount of time each shift or each week on WAM / OEM activities to sustain and continuously improve their workplace

8. Each Area Based Team conducts regular (eg daily) self-assessment of their team members behaviours to promote zero breakdowns

9. Each Area Based Team conducts regular (eg daily) self-assessment of their team members behaviours to promote zero process or output quality problems

10. Each Area Based Team conducts regular (eg daily) self-assessment of their team members behaviours to promote zero accidents or incidents


Total / 50X 2 = %



TPM3 Milestone Assessment Process – Levels 2 to 5 3.5 Improvement Activity - Maintenance Excellence Management

3.5.1 MELT Assessment Sheet

Site: Rating Legend



Date of Assessment:

Are the MELT (Maintenance Excellence Leadership Team) activities effective in achieving Maintenance Excellence?

Activity Description 0 1 2 3 4 5 Comments 1. A score of 90% in the Leadership Elements of

Maintenance Excellence Management has been achieved

2. A score of 90% in the Capability elements of Maintenance Excellence Management has been achieved

3. A score of 90% in the Process elements of Maintenance Excellence Management has been achieved

4. The MELT has developed its MEM Implementation Plan spanning some 2-3 years to achieve Maintenance Excellence with everyone in maintenance understanding the plan and knowing the current status / gap

5. Each MEM Pre-cycle Strategy is supported by Part A of the MSAS being completed by all maintenance trades and Part B being completed by all MELT members

6. The MELT has established its TPM3 Noticeboard to the site standard, which includes a schedule of all teams reporting to the MELT or being supported by Maint

7. The MELT has established its Scoreboards incorporating appropriate Goal Aligned Performance Measures to the site standard plus Improvement Input and Process Dashboard measures for the cycle

8. All Micro MIT and WAM for Maintenance / Maintainer Process Management (MPM) teams have been well scoped with clear Mandates, Boundaries via their Team Information Sheets and Schedules

9. Roles & Responsibilities are allocated, understood and owned by maintenance personnel for supporting Frontline Equipment Care by Operators and providing Tactical and Strategic maintenance support to the site

10. Maintenance personnel allocated to providing Frontline Equipment Care by Operators support have the skills and capability to train the operators in equipment functions, minor servicing and root cause failure analysis


Total / 50X 2 = %



3.5.2 Maintenance Improvement Team Assessment Sheet

Site: Rating Legend



Date of Assessment:

Are the Maintenance Improvement Teams effective?

Activity Description 0 1 2 3 4 5 Comments 1. Maintenance Improvement Teams (MITs) are an

integral part of the MEM Implementation Plan and sufficient are effectively conducted each cycle to ensure the plan will be achieved within the agreed timeframe

2. Each MIT has established its TPM3 Noticeboard to the site standard and is updated regularly

3. Each MIT has established its TPM3 Scoreboard to the site standard, and is updated regularly

4. Task Sheets, History Sheet and Parking Lot Sheet are updated and new Discussion Sheet is generated at each formal team meeting

5. Mid-way presentations are documented along with agreed outcomes and achievements, and filed in the site TPM3 Library and / or electronic TPM3 Knowledge Base

6. Final presentations are documented along with agreed outcomes and achievements, and filed in the site TPM3 Library and / or electronic TPM3 Knowledge Base

7. All MITs have developed or updated standards and procedures to lock in their achievements and everyone in maintenance has been trained in the new standards and procedures

8. Learnings of each MIT is shared with other teams with all MITs taking advantage of their own and other teams’ learnings

9. All current MITs are on target to achieved their mandate

10. All maintenance personnel are currently involved as members of a TPM3 Cross-functional Team (eg MIT, FE&PI etc) and an Area Based Team involved in On-going Improvement (eg WAM / MPM, MELT etc)


Total / 50X 2 = %



3.5.3 WAM for Maintenance Assessment Sheet Defined Maintenance Area: Rating Legend


Number of Area Based Teams:


Date of Assessment:

Is the DMA in a state of order, with good visual controls and are all the WAM Standards, Procedures and Improvements being sustained?

Activity Description 0 1 2 3 4 5 Comments 1. All WAM Team members have been allocated a Focus

Point which they continue to take responsibility for

2. No safety hazards, spills, leaks or contamination (e.g. dust, oil spills, water leaks, corrosion etc) in the Defined Maintenance Area (DMA)

3. There are no non-essential items or rubbish left lying around in the Defined Maintenance Area (DMA)

4. There is “a place for everything and everything in its place” (i.e. all items in the DMA are being stored correctly when not in use and in a location to minimise the waste of movement)

5. WAM Standards have been set up using photos or other visual controls to show what is expected, and are being maintained by all who work in the DMA

6. WAM Procedures supported by checklists and schedules are established, signed-off and correctly followed by all who work in the DMA

7. WAM Monitoring system is established in the DMA to the site standard and is effective – regularly occurs with any non conformances swiftly addressed

8. All WAM Visual Controls in the DMA are well maintained and still effective (e.g. floor markings, colour coding, labelling and signs etc.)

9. The Waste of excessive movement by materials and people is continuously being addressed by the WAM team(s) in the DMA through their on-going WAM / MPM activities

10. The WAM part of all Area Based Team Noticeboards / Scoreboards in the DMA are up to date including Team Assessment Sheets and Monitoring scores


Total / 50X 2 = %

Note: A separate sheet is to be used for each Defined Maintenance Area being assessed


TPM3 Milestone Assessment Process – Levels 3 to 5 3.7 Improvement Activity – Maintenance Excellence Management

3.5.4 Maintenance Process Management Assessment Sheet

Defined Maintenance Area: Rating Legend



Date of Assessment:

Are the DMA Maintenance Area Based Teams embracing on-going improvement of their workplace?

Activity Description 0 1 2 3 4 5 Comments 1. All WAM / MPM Teams within the DMA have mapped

their core processes

2. Appropriate Goal Aligned Performance Measures including Lead Time have been established for each core process

3. Each Area Based Team conducts a brief daily review meeting to reflect on previous 24 hours and plan activities for the shift / day


5. Each Area Based Team monitors their compliance to their rules each shift / day and records their results

6. Each Area Based Team monitors their compliance to their standards and procedures each shift / day and records their results


8. Each Area Based Team conducts an agreed amount of time each week on WAM / MPM activities to sustain and continuously improve their workplace




Total / 50X 2 = %

Note: A separate sheet is to be used for each Defined Maintenance Area being assessed


TPM3 Milestone Assessment Process – Levels 4 to 5 3.6 Improvement Activity - New Equipment / Product / Area

Management

3.6.1 New Equipment Management Assessment Sheet




Date of Assessment:

Are New Equipment Management teams effective?

Activity Description 0 1 2 3 4 5 Comments 1. New Equipment Management Teams (NEMs) are an

integral part of the TPM3 Implementation / Master Plan when New Equipment is being scoped, designed, purchased or installed

2. All NEM team members have been members of previous relevant TPM3 teams to bring the required experience to the team

3. Each NEM team has established its TPM3 Noticeboard & Scoreboard to the site standard and is updated regularly



6. Learnings of each NEM team is shared with other teams with all NEMs taking advantage of their own and other teams’ learnings

7. Life Cycle Costing is used as a key parameter in decision making regarding the scoping, design, procurement and installation of New Equipment

8. Checklists for determining the best Operability, Maintainability and Standardisation of New Equipment are used and continually updated

9. Training for New Equipment installations include equipment care activities for operators and is support by equipment Visual Controls

10. New Equipment installations run smoothly with rapid ramp up to required performance


Total / 50X 2 = %



Management

3.6.2 New Product Management Assessment Sheet




Date of Assessment:

Are New Product Management teams effective?

Activity Description 0 1 2 3 4 5 Comments 1. New Product Management Teams (NPMs) are an integral

part of the TPM3 Implementation / Master Plan when a new product is to be introduced into the site

2. All NPM team members have been members of previous relevant TPM3 teams to bring the required experience to the team

3. Each NPM team has established its TPM3 Noticeboard to the site standard and is updated regularly

4. Each NPM team has established its TPM3 Scoreboard to the site standard, and is updated regularly




8. All NPM teams have developed or updated standards and procedures to lock in their achievements and everyone involved has been trained in the new standards and procedures

9. Learnings of each NPM team is shared with other teams with all NPM teams taking advantage of their own and other teams’ learnings

10. Training for New Product introductions covers both Base Skills and Mastery Skills requirements and competencies


Total / 50X 2 = %



Management

3.6.3 New Area Management Assessment Sheet

Site: Rating Legend



Date of Assessment:

Are New Area Management teams effective?

Activity Description 0 1 2 3 4 5 Comments 1. New Area Management Teams (NAMs) are an integral

part of the TPM3 Implementation / Master Plan when a new area is to be established

2. All NAM team members have been members of previous relevant TPM3 teams to bring the required experience to the team

3. Each NAM team has established its TPM3 Noticeboard to the site standard and is updated regularly

4. Each NAM team has established its TPM3 Scoreboard to the site standard, and is updated regularly




8. All NAM teams have developed or updated standards and procedures to lock in their achievements and everyone in the new area has been trained in the new standards and procedures

9. Learnings of each NAM team is shared with other teams with all NAM teams taking advantage of their own and other teams’ learnings

10. Training for New Area introductions covers both Base Skills and Mastery Skills requirements and competencies


Total / 50X 2 = %


TPM3 Milestone Assessment Process – Levels 4 to 5 3.7 Improvement Activity - Support Department Excellence Mgmt

3.7.1 SDELT Assessment Sheet

Support Department: Rating Legend



Date of Assessment:

Are the SDELT (Support Department Excellence Leadership Team) activities effective in achieving excellence?

Activity Description 0 1 2 3 4 5 Comments 1. A score of 90% in the Leadership Elements of Support

Dept Excellence Management has been achieved

2. A score of 90% in the Capability Elements of Support Dept Excellence Management has been achieved

3. A score of 90% in the Process Elements of Support Dept Excellence Management has been achieved

4. The SDELT has an SDEM Implementation Plan to achieve Support Department Excellence

5. Everyone in the department is aware of, and understands the SDEM Implementation Plan and knows their current status / gap in relation to the plan

6. The SDELT has established its TPM3 Noticeboard to the site standard, which includes a schedule of all teams reporting to the SDELT or being supported by the Support Department

7. The SDELT has established its TPM3 Scoreboard, which includes appropriate Goal Aligned Performance Measures plus Improvement Input and Process Dashboard measures for the cycle

8. All Support Improvement Teams have been well scoped with clear mandates and boundaries and are properly monitored and supported by the SDELT

9. All WAM for Support / SPM Teams have been well scoped with clear mandates and boundaries and are properly monitored and supported by the SDELT

10. Roles & Responsibilities are allocated, understood and owned by Support Department personnel for supporting Operators in developing their relevant Frontline skills


Total / 50X 2 = %

Note: A separate sheet is to be used for each Support Department being assessed



3.7.2 Support Improvement Team Assessment Sheet




Date of Assessment:

Are the Support Improvement Teams effective?

Activity Description 0 1 2 3 4 5 Comments 1. Support Improvement Teams (SITs) are an integral

part of the SDEM Implementation Plan and sufficient are effectively conducted each cycle to ensure the plan will be achieved within the agreed timeframe

2. Each SIT has established its TPM3 Noticeboard to the site standard and is updated regularly

3. Each SIT has established its TPM3 Scoreboard to the site standard, and is updated regularly




7. All SITs have developed or updated standards and procedures to lock in their achievements and everyone in the Support Department has been trained in the new standards and procedures

8. Learnings of each SIT is shared with other teams with all SITs taking advantage of their own and other teams’ learnings

9. All current SITs are on target to achieve their mandate

10. All Support Department personnel are currently involved as members of a TPM3 Cross-functional Team (eg SIT, FE&PI etc) and an Area Based Team involved in Improvement (eg WAM / SPM, SDELT etc)


Total / 50X 2 = %




3.7.3 WAM for Support Assessment Sheet



Defined Support Area:



Date of Assessment:

Is the DSA in a state of order, with good visual controls and are all the WAM Standards, Procedures and Improvements being sustained?



2. There are no safety hazards, spills, leaks or contamination in the Defined Support Area (DSA)

3. There are no non-essential items or rubbish left lying around in the Defined Support Area (DSA)

4. There is “a place for everything and everything in its place” (i.e. all items in the DSA are being stored correctly when not in use and in a location to minimise the waste of movement)

5. WAM Standards have been set up using photos or other visual controls to show what is expected, and are being maintained by all who work in the DSA

6. WAM Procedures supported by checklists and schedules are established, signed-off and correctly followed by all who work in the DSA

7. WAM Monitoring system is established in the DSA to the site standard and is effective – regularly occurs with any non conformances swiftly addressed

8. All WAM Visual Controls in the DSA are well maintained and still effective (e.g. floor markings, colour coding, labelling and signs etc.)

9. The Waste of excessive movement by materials and people is continuously being addressed by the WAM team(s) in the DSA through their on-going WAM / SPM activities

10. The WAM part of all Area Based Team Noticeboards / Scoreboards in the DSA are up to date including Team Assessment Sheets and Monitoring scores


Total / 50X 2 = %

Note: A separate sheet is to be used for each Defined Support Area being assessed


TPM3 Milestone Assessment Process – Level 5 3.7 Improvement Activity - Support Department Excellence Mgmt

3.7.4 Support Process Management Assessment Sheet



Defined Support Area:



Date of Assessment:

Are the Support Department Area Based Teams embracing on-going improvement of their workplace?

Activity Description 0 1 2 3 4 5 Comments 1. All WAM / SPM Teams within the DSA have mapped



3. Each Area Based Team conducts a brief daily review meeting to reflect on previous 24 hours and plan activities for the day


5. Each Area Based Team monitors their compliance to their rules each day and records their results

6. Each Area Based Team monitors their compliance to their standards and procedures each day and records their results


8. Each Area Based Team conducts an agreed amount of time each week on WAM / SPM activities to sustain and continuously improve their workplace




Total / 50X 2 = %

Note: A separate sheet is to be used for each Defined Support Area being assessed


TPM3 Milestone Assessment Process – Levels 4 to 5 3.8 Improvement Activity - Value Stream Management

3.8.1 Focused Process Improvement Assessment Sheet

Defined Value Stream: Rating Legend



Date of Assessment:

Are Focused Process Improvement Teams an effective part of the VSM Activities?

Activity Description 0 1 2 3 4 5 Comments 1. Each Defined Value stream conducts a Macro Focused

Process Improvement Team cycle each 12 months so as to evaluate improvement progress and update the Value Stream / Process Flow Map and Lead Time Reduction Matrices

2. Each Defined Value Stream (DVS), once commenced the TPM3 journey (completes Macro FPI) conducts at least one FPI or Mini Micro Problem Solving team per cycle

3. Each Defined Value Stream has established its TPM3 Scoreboard, which is used to report on the Site’s Goal Aligned Performance Measures for the Defined Value Stream including Lead Time performance

4. All Focused Process Improvement Teams regularly (weekly) update their Scoreboard, which provide a complete picture of the wastes they are working on along with Team’s progress (tasks identified / tasks complete etc)

5. Meeting frequency and attendance is tracked by all Focused Process Improvement Teams

6. Task Sheet, History Sheet and Parking Lot Sheet are updated and new Discussion Sheet is generated at each formal team meeting and placed on their Noticeboard


8. All potential Micro FPI, Special Micro FPI and Mini Micro Problem Solving teams recommended by the Macro FPI Teams are scoped, prioritised and centrally managed with regular feedback to all on site via the Opportunities List on the Site Leadership Noticeboard

9. All FPI Teams clearly distinguish which wastes are best referred to Area Based Teams and focus on the technical wastes / issues

10. Learnings of each FPI Team are captured on team’s History Sheet and shared during Mid-way and Final presentations


Total / 50X 2 = %

Note: A separate sheet is to be used for each Defined Value Stream being assessed


TPM3 Milestone Assessment Process – Levels 4 to 5 3.8 Improvement Activity - Value Stream Management

3.8.2 WAM for Office Assessment Sheet



WAM Teams: TPM3 Champion: Internal Assessor:

Date of Assessment:

Is the DVS office work area in a state of order, with good visual controls and are all the WAM Standards, Procedures and Improvements being sustained?



2. There are no safety hazards, spills, leaks or contamination in the Defined Value Stream (DVS) office work area

3. There are no non-essential items or rubbish left lying around in the Defined Value Stream office work area

4. There is “a place for everything and everything in its place” (i.e. all items in the DVS office work area are being stored correctly when not in use and in a location to minimise the waste of movement)

5. WAM Standards have been set up using photos or other visual controls to show what is expected, and are being maintained by all who work in the DVS

6. WAM Procedures supported by checklists and schedules are established, signed-off and correctly followed by all who work in the DVS

7. WAM Monitoring system is established in the DVS to the site standard and is effective – regularly occurs with any non conformances swiftly addressed

8. All WAM Visual Controls in the DVS are well maintained and still effective (e.g. floor markings, colour coding, labelling and signs etc.)

9. The Waste of excessive movement by materials and people is continuously being addressed by the WAM team(s) in the DVS through their on-going WAM / CPM activities

10. The WAM part of all Area Based Team Noticeboards / Scoreboards in the DVS are up to date including Team Assessment Sheets and Monitoring scores


Total / 50X 2 = %



TPM3 Milestone Assessment Process – Level 5 3.7 Improvement Activity - Value Stream Management

3.8.3 Customer Process Management Assessment Sheet



Number of Area Based Teams: TPM3 Champion:

Internal Assessor:

Date of Assessment:

Are the Value Stream Management Office Area Based Teams embracing on-going improvement of their workplaces?

Activity Description 0 1 2 3 4 5 Comments 1. All WAM / CPM Teams within the DVS have mapped



3. Each Area Based Team conducts a brief daily review meeting to reflect on previous 24 hours and plan activities for the day


5. Each Area Based Team monitors their compliance to their rules each day and records their results

6. Each Area Based Team monitors their compliance to their standards and procedures each day and records their results


8. Each Area Based Team conducts an agreed amount of time each week on WAM / CPM activities to sustain and continuously improve their workplace




Total / 50X 2 = %



TPM3 Milestone Assessment Process – Levels 3 to 5 3.9 Improvement Activity - People & Leadership Development

3.9.1 PLD Leadership Team Assessment Sheet

Site: Rating Legend



Date of Assessment:

Are People & Leadership Development Leadership Team (PLDLT) activities effective in achieving People & Leadership Development?

Activity Description 0 1 2 3 4 5 Comments 1. A PLDLT, typically under the Leadership of the HR / Training

Manager has been established or if a small site, the Site Leadership Team has taken responsibility for PLD activities and it is a separate agenda item for each SLT meeting

2. A PLD Plan linked to the site Improvement Master Plan that supports the site Improvement Vision has been established and documented

3. If a PLDLT has been established then it has established its Noticeboard and Scoreboard to the site standard along with appropriate measures to monitor the progress of the PLD activities; if PLD activities are under the SLT then a PLD Noticeboard / Scoreboard has been established

4. A Production Key Roles & Responsibilities Document has been created to the site standard for each Defined Production Area being assessed

5. An Operator ‘Base Skills’ Skills Matrix to the site standard (designed to support flexibility within each Area Based Team) has been developed for each DPA being assessed

Ideally is displayed within the workplace, however this may not be practical

in some situations

6. An Operator ‘Team Skills’ Skills Matrix to the site standard (designed to support development of a mature synergistic Area Based Team) has been developed for each DPA being assessed and is displayed

7. An Operator ‘Mastery Skills’ Skills Matrix to the site standard (designed to support development of Frontline Safety, Quality, Energy Mgmt and Equipment Care within the Area Based Team) has been developed for each DPA being assessed and is displayed

8. A Production Team Leader ‘Leadership Skill’ Skills Matrix to the site standard (designed to support development of Production Team Leaders) has been developed for each DPA being assessed

Ideally is displayed within the workplace, however this may not be practical

in some situations

9. A score of 90% in the Talent Development Elements of the People & Leadership Development Matrix has been achieved

10. A score of 90% in the People Support Systems Elements of the People & Leadership Development Matrix has been achieved


Total /50X 2 = %



3.9.2 Education & Training Team Assessment Sheet

Site: Rating Legend



Date of Assessment:

Are the Education & Training Teams effective?

Activity Description 0 1 2 3 4 5 Comments 1. Sufficient E&T Teams (Base Skills, Lubrication Skills,

OEM-4 Modules etc) are established each cycle to ensure the PLD plan is achieved within the targeted timeframe

2. Each E&T Team has established its Noticeboard and Scoreboard to the site standard, which is used to communicate the current progress and achievements of their activities

3. Each E&T Team Noticeboard and Scoreboard is updated regularly

4. All E&T Teams use a structured process with agreed timeframes to achieve their mandate within their given boundaries

5. Task Sheets, History Sheet and Parking Lot Sheet are updated and new Discussion Sheet is generated at each formal team meeting and placed on their Noticeboard



8. All E&T Teams have developed or updated standards and procedures to lock in their achievements and everyone involved have been trained in the new standards and procedures

9. Learnings of each E&T Team is shared with other teams with all Education & Training teams taking advantage of their own and other teams’ learnings

10. All current E&T Teams are on target to achieve their mandate


Total / 50X 2 = %



3.9.3 People Support Systems Assessment Sheet

Site: Rating Legend



Date of Assessment:

Are the People Support Systems effective?

Activity Description 0 1 2 3 4 5 Comments 1. A Knowledge Base System to support improvement

activities has been established that is easily accessible by all at site and is linked to maintenance Equipment Structure and Histories

2. The Knowledge Base System is effective across the site

3. A Communications System to support improvement activities has been established that includes effective and regular sharing of outcomes from Pre-cycle Strategies and Mid-way and Final team presentations

4. The Communications System is effective across the site

5. An Acknowledgement & Recognition System to support improvement activities has been established that is consistent across the site, and covers site, department, team and individual acknowledgement and recognition (rather than just team focus only)

6. The Acknowledgement & Recognition System is effective across the site

7. An Appraisal System to support improvement activities has been established that encourages growth of site personnel so external appointments are at the lowest possible level

8. The Appraisal System is effective in encouraging growth of all site personnel

9. A Remuneration System to support improvement activities has been established that encourages all site personnel to positively engage in improvement activities

10. The Remuneration System is effective in having all site personnel positively engage in improvement activities


Total / 50X 2 = %


TPM3 Milestone Assessment Process – Level 5 3.10 Improvement Activity - Process Quality Management

3.10.1 Quality Assessment Sheet

Site: Rating Legend



Date of Assessment:

Is perfect quality output for all processes being achieved?

Activity Description 0 1 2 3 4 5 Comments 1. All personnel who work regularly at the site

(employees, contractors etc) have demonstrated their competence at Frontline Problem Solving (competently completed at least 3 A3 Frontline Problem Solving Summary Sheets)

2. Any deviations to expectation in performance are rapidly investigated to root causes (within 24 hours)

3. All customer complaints are rapidly investigated to root causes (within 48 hours of notification)

4. All variables associated with information are understood and controlled so no defective information is processed or used

5. P-M Analysis (phenomenon - mechanism) is used when required to ensure zero quality problems

6. All intervention points for processes are known and monitored to ensure errors do not lead to quality problems

7. Quality problems are now a thing of the past eg the site has achieved zero quality problems

8. All required quality inspections and actions across the site achieve 100% compliance within the documented timeframe

9. Problem Solving, Visual Workplace and Prevention at Source is embedded in the culture at the site

10. Where practical and feasible, Mistake Proofing has been applied to eliminate human error


Total / 50X 2 = %


TPM3 Milestone Assessment Process – Level 5 3.10 Improvement Activity - Process Quality Management

3.10.2 Innovation Assessment Sheet

Site: Rating Legend



Date of Assessment:

Is Innovation being embraced throughout the site?

Activity Description 0 1 2 3 4 5 Comments 1. All personnel who work regularly at the site

(employees, contractors etc) spend at least 5% of their normal work time being positive members of TPM3 Cross-functional improvement teams

2. All personnel who work regularly at the site (employees, contractors etc) spend at least 5% of their normal work time being positively involved in Area Based Team TPM3 improvement activities

3. New ideas and thinking in achieving perfect safety performance are embraced by all personnel at the site

4. New ideas and thinking in achieving perfect quality performance are embraced by all personnel at the site

5. New ideas and thinking in achieving perfect reliability performance are embraced by all personnel at the site

6. New ideas and thinking in adapting new technology are embraced by all personnel at the site

7. New ideas and thinking in redesigning or enhancing processes are embraced by all personnel at the site

8. New ideas and thinking in installing, commissioning, operating and maintaining new equipment are embraced by all personnel at the site

9. New ideas and thinking in adopting new production methods are embraced by all personnel at the site

10. New ideas and thinking in adopting new products / outputs are embraced by all personnel at the site


Total / 50X 2 = %


TPM3 Milestone Assessment Process – Levels 1 to 5 4.1 Impact - Tangible

4.1.1 Site Goal Aligned Performance Measures Assessment Sheet

Site: * Rating Legend

0 – No impact on Baseline to WCP gap 1 – >10% improvement on gap 2 – >20% improvement on gap 3 – >40% improvement on gap 4 – >60% improvement on gap 5 – >80% improvement on gap Note: sustained for past 3 months

SLT Member: Internal Assessor:

Date of Assessment:

Is there substantial and sustainable impact on the Site Goal Aligned Performance Measures?

Activity Description 0 1 2 3 4 5 Comments 1. Appropriate Site Goal Aligned Performance Measures based on the site’s

Key Success Factors covering appropriate Operations ‘causal’ measures and ‘effect’ measures have been established, defined and baselines documented*

*Refer Site Baseline Analysis Sheet

2. World Class Performance targets for all Site Goal Aligned Performance Measures and Ratings (Operations, Maint, PLD, Culture) have been established with progressive annual targets which are reviewed during each Pre-cycle Strategy workshop

3. Appropriate Goal Aligned Performance Measures are referred to in all team mandates to ensure a holistic focus on improvement rather than just focusing on the ‘driver’ measure eg OEE or Lead Time

4. Appropriate Safety & Environment Performance Measures are included in the Goal Alignment Performance Measures with sufficient impact being demonstrated*

5. Appropriate Customer Satisfaction Performance Measures are included in the Goal Alignment Performance Measures with sufficient impact being demonstrated*

6. Appropriate Quality Performance Measures are included in the Goal Alignment Performance Measures with sufficient impact being demonstrated*

7. Appropriate Asset (Inventory and Plant & Equipment) Performance Measures including a capacity measure are included in the Goal Alignment Performance Measures with sufficient impact being demonstrated*

8. Appropriate People / Human Resources Performance Measures are included in the Goal Alignment Performance Measures with sufficient impact being demonstrated*

9. Appropriate Supplier Performance Measures are included in the Goal Alignment Performance Measures with sufficient impact being demonstrated*

10. Appropriate Financial Performance Measures including Maintenance and Energy Costs are included in the Goal Alignment Performance Measures with sufficient impact being demonstrated*


Total / 50X 2 = %



4.1.2 DPA Goal Aligned Performance Measures Assessment Sheet

Defined Production Area: * Rating Legend

0 – No impact on Baseline to WCP gap 1 – >10% improvement on gap 2 – >20% improvement on gap 3 – >40% improvement on gap 4 – >60% improvement on gap 5 – >80% improvement on gap Note: sustained for past 3 months


Date of Assessment:

Is there substantial and sustainable impact on the DPA Goal Aligned Performance Measures?

Activity Description 0 1 2 3 4 5 Comments 1. Appropriate DPA Goal Aligned Performance Measures with same

group headings as the Site Goal Aligned Performance Measures have been established, defined and baselines documented

*Refer DPA Baseline Analysis Sheet

2. World Class Performance targets for all DPA Goal Aligned Performance Measures have been established with progressive annual targets which are reviewed during each Pre-cycle Strategy workshop

3. Appropriate Goal Aligned Performance Measures are referred to in all the DPA’s team mandates to ensure a holistic focus on improvement rather than just focusing on the ‘driver’ measure eg OEE or Lead Time

4. Appropriate Safety & Environment Performance Measures are included in the Goal Alignment Performance Measures with sufficient impact being demonstrated*

5. Appropriate Asset (Inventory and Plant & Equipment) Performance Measures including a capacity measure are included in the Goal Alignment Performance Measures with sufficient impact being demonstrated*

6. Appropriate Quality Performance Measures are included in the Goal Alignment Performance Measures with sufficient impact being demonstrated*

7. Appropriate Customer Satisfaction Performance Measures are included in the Goal Alignment Performance Measures with sufficient impact being demonstrated*

8. Appropriate Supplier Performance Measures are included in the Goal Alignment Performance Measures with sufficient impact being demonstrated*

9. Appropriate Human Resource Performance Measures are included in the Goal Alignment Performance Measures with sufficient impact being demonstrated*

10. Appropriate Financial Performance Measures including Maintenance and Energy Costs are included in the Goal Alignment Performance Measures with sufficient impact being demonstrated*


Total / 50X 2 = %




4.1.3 DPA Improvement Driver Results Assessment Sheet

Defined Production Area: Rating Legend 0 – No evidence of activity or 0% 1 – Attempted but no results or 10% 2 – Little evidence of activity or 25% 3 – Half-way to full implementation or 50%4 – Close to full implementation or 75% 5 – Fully implemented or 100%

Improvement Driver: TPM3 Champion: Internal Assessor: Date of Assessment:

Are your Improvement Driver (eg OEE, Lead Time, Energy Consumption etc) results substantial and sustainable for each Defined Production Area?

Activity Description 0 1 2 3 4 5 Comments 1. The Improvement Driver calculations are based on correct

definitions (eg for OEE includes: ‘Good Output = first pass within specification output’ and ‘Ideal Speed is the best theoretical or ideal speed possible in perfect conditions’ and there is a direct correlation to good output produced)

2. The Improvement Driver definitions are documented, understood by everyone and used consistently in all calculations

3. The value of 1% improvement of the Driver or components of the driver (eg for OEE, 1% improvement in Availability, Performance Rate and Quality) is documented on each Driver Improvement Matrix for each DPA

4. The Driver Improvement Matrix for each DPA covers both 1st Level and 2nd Level (Pareto) losses or wastes

5. Improvement Driver Improvement Matrices (1st & 2nd Level) are developed at least annually for the DPA which are used to identify the type and number of teams for future cycles (typically next 12 months)

6. Continuous recording of losses or wastes, sampling and high level calculations are all used to develop Improvement Matrices

7. The Improvement Driver has sustained or improved over the current and last cycle

8. Weekly Run Chart of the Improvement Driver shows a clear trend of continuous improvement

9. TPM3 Production improvement activities are directed towards improving the appropriate Improvement Driver (eg OEE, Lead Time, Energy etc)

10. Where appropriate, the Improvement Driver improvement has been translated into at least 5% on-going improvement time for Operators through their Area Based Team improvement activities


Total / 50X 2 = %




4.1.4 Maintenance Performance Assessment Sheet

Site: Rating Legend

0 – No evidence of activity or 0% 1 – Attempted but no results or 10% 2 – Little evidence of activity or 25% 3 – Half-way to full implementation or 50%4 – Close to full implementation or 75% 5 – Fully implemented or 100%

TPM3 Champion:

Internal Assessor:

Date of Assessment:

Are Maintenance Performance improvements substantial and sustainable?

Activity Description 0 1 2 3 4 5 Comments 1. Relevant categories for Maintenance Time Lost

have been established and defined

2. Time Lost by Maintenance ‘wages or doing’ personnel for a typical recent week is captured using the MSAS Part A survey prior to each Pre-cycle Strategy to assist next cycle team selection

3. Improvement targets for Time Lost have been established and are reviewed during each MELT Pre-cycle Strategy

4. Maintenance Time Lost has been reduced to below 10%

5. Relevant categories for Type of Work have been established with World Class definitions

6. Type of Work by Maintenance ‘wages or doing’ personnel is captured for a typical recent week using the MSAS Part A survey prior to each Pre-cycle Strategy to assist next cycle team selection

7. Targets for desired ratios for Types of Work have been established and are reviewed during each MELT Pre-cycle Strategy

8. Reactive work by Maintenance ‘wages or doing’ personnel (eg being disrupted from current job) as measured by the MSAS Part A survey is less than 5%

9. Formal Continuous Improvement time by all Maintenance personnel is at least 10%

10. Annual Maintenance Benchmarking has been established and the site is within 90% of Best Practice for the industry


Total / 50X 2 = %



4.1.5 Support Department Performance Assessment Sheet



TPM3 Champion:

Internal Assessor:

Date of Assessment:

Are Support Department Performance improvements substantial and sustainable?

Activity Description 0 1 2 3 4 5 Comments 1. Relevant categories for Support Department

Time Lost have been established and defined

2. Time Lost by Support Department ‘doing’ personnel for a typical recent week is captured using the SDSAS Part A survey prior to each Pre-cycle Strategy to assist next cycle team selection

3. Improvement targets for Time Lost have been established and are reviewed during each SDELT Pre-cycle Strategy

4. Support Department Time Lost has been reduced to below 10%

5. Relevant categories for Type of Work have been established with World Class definitions

6. Type of Work by Support Department ‘doing’ personnel is captured for a typical recent week using the SDSAS Part A survey prior to each Pre-cycle Strategy to assist next cycle team selection

7. Targets for desired ratios for Types of Work have been established and are reviewed during each SDELT Pre-cycle Strategy

8. Reactive work by Support Department ‘doing’ personnel (eg being disrupted from current job) as measured by the SDSAS Part A survey is less than 5%

9. Formal Continuous Improvement time by all Support Department personnel is at least 10%

10. Annual Support Department Benchmarking has been established and the site is within 90% of Best Practice for the industry


Total / 50X 2 = %




4.1.6 DVS Improvement Driver Results Assessment Sheet Defined Value Stream: Rating Legend


Improvement Driver: Lead Time TPM3 Champion: Internal Assessor: Date of Assessment:

Are the Lead Time Reduction results substantial and sustainable for each DVS?

Activity Description 0 1 2 3 4 5 Comments 1. Lead Time and Value Add definitions are

documented, understood by everyone and used consistently in all calculations

2. Lead Time has been calculated and is plotted weekly for the Defined Value Stream

3. All significant ‘Wastes’ and ‘Causes for Pause’ for the Defined Value Stream have been identified and Baselined (typically during first Macro FPI – current state map)

4. A Vision (could-be) for Lead Time has been documented (eg future state map) with supporting agreed assumptions

5. The assumptions supporting the Future State Map have been documented and approved by the Leadership Team

6. The gap between Baseline and Vision for Lead Time has been closed by 90%

7. Plans are in place to address all significant ‘Causes for Pause’

8. The gap between Baseline and Vision for Value Add : Non Value Add Ratio has been closed by 90%

9. Lead Time Reduction improvement has sustained or improved over the current and last cycle

10. Lead Time Reduction initiatives have resulted in improved responsiveness to customers (shorter delivery times)


Total / 50X 2 = %



TPM3 Milestone Assessment Process – Levels 3 to 5 4.2 Impact - Intangible

4.2.1 Appearance of Workplace Assessment Sheet



Date of Assessment:

Is the workplace impressive to outside visitors?

Activity Description 0 1 2 3 4 5 Comments 1. Entrance to site is impressive with grounds,

gardens and signage in very good condition

2. Foyer is impressive with displays of company products and achievements tastefully on display

3. Office areas are neat, clean and tidy displaying a place of calm and orderliness

4. Workforce entrance to Operations Area includes walking past up to date Noticeboard and Scoreboard to the site standard

5. The workforce are in neat and where feasible, clean uniforms with at least personnel first name and company logo / name clearly displayed

6. All walkways, aisles etc are clearly marked, unobstructed and free from contamination

7. All equipment is clean and of a bright appearance (eg white or light colour to promote good lighting, rapid identification of leaks and a bright workplace)

8. All work areas are neat and tidy with everything not being immediately used in its place

9. Well lit, neat and up to date team Noticeboards and Scoreboards to the site standard, are located throughout the work areas

10. All personnel have an obvious pride in their workplace and share their achievements


Total / 50X 2 = %


TPM3 Milestone Assessment Process – Levels 3 to 5 4.2 Impact - Intangible

4.2.2 Community Perception Assessment Sheet



Date of Assessment:

Does the community have a positive perception of the site?

Activity Description 0 1 2 3 4 5 Comments 1. The site has a reputation as a good “corporate”

citizen

2. There are certificates of appreciation from various community groups and the site is proud to display them

3. Where appropriate there is regular communication between the site and the community regarding changes that impact the community

4. Excellent relationships exist with local government

5. Excellent relationships exist with local media

6. Personnel are encouraged and supported to become involved in local community activities

7. Where appropriate, the site interacts with the local schools (eg tours of site, provide information or visits to schools) and personnel are encouraged to share their work experiences with students

8. Suppliers to the site are encouraged to adopt TPM3 so they can become more competitive

9. Where applicable, unions and the site negotiate on a professional level

10. The community is proud to have the site as part of their community


Total / 50X 2 = %


TPM3 Milestone Assessment Process – Levels 1 to 5 4.3 Impact - Improvement

4.3.1 TPM3 Actions Completed Assessment Sheet



Date of Assessment:

Are all possible TPM3Actions being identified, recorded and signed-off?

Activity Description 0 1 2 3 4 5 Comments 1. A Task Sheet is established for each TPM3

team during its kick-off workshop

2. Tasks are effectively described with clear indication of the action required, who will be responsible for it and a reasonable / realistic date for completion

3. Only 1 team member is allocated to each Task on the Task Sheet

4. Responsibility for Tasks is shared equally among team members, which has a positive impact on ownership and team development

5. Task Sheets are updated at each team meeting and used effectively to record and track progress of allocated tasks

6. Outstanding Tasks are reviewed and discussed during each team meeting

7. The updated Task Sheet is displayed on the team’s Noticeboard as per the site standard

8. For TPM3 Cross-functional Teams, the updated Task Sheet is copied and issued to each team member at the conclusion of each team meeting, filed in their workbook or manual and referred to during the next team meeting when it is reviewed

9. A ‘Tasks Identified and Completed Run Chart’ which is updated after each team meeting is displayed on each team’s Scoreboard and is used to monitor the team’s effectiveness

10. At least 80% of identified Tasks are completed by each TPM3 team


Total / 50X 2 = %



4.3.2 TPM3 Improvement Sheets Assessment Sheet


TPM3 Champion:

Internal Assessor: Date of Assessment:

Are TPM3 Improvement Sheets being used effectively?

Activity Description 0 1 2 3 4 5 Comments 1. A standard for TPM3 Improvement Sheets has been

established for the site

2. All TPM3 Improvement Sheets established at the site comply to the site standard

3. When a TPM3 Improvement Sheet is initiated it displays ‘initiated date and name of initiator along with description of the problem and current situation

4. Each team member in a TPM3 Area Based Team (excluding Leadership Teams) established and completed at least one TPM3 Improvement Sheet during their last cycle and are in progress of achieving such this cycle

5. Each team member in a TPM3 Cross-functional Team (excluding NEM / NAM / NPM and PLD) established and completed at least one TPM3 Improvement Sheet during their last cycle and are in progress of achieving such this cycle

6. TPM3 Improvement Sheets are displayed on each team’s Noticeboards and presented in Mid-way and Final presentations to the Leadership Team

7. TPM3 Improvement Sheets ‘Established and Completed Run Chart’ is displayed on each team’s Scoreboard and is updated on a weekly basis

8. Recognition systems consider the number of TPM3 Improvement Sheets completed by team members

9. Actions and learnings from TPM3 Improvement Sheets are shared with other teams to promote further improvements in similar situations across the site

10. At the conclusion of each team’s cycle, all TPM3 Improvement Sheets created are stored in the site’s TPM3 Library or electronic TPM3 Knowledge Base under an equipment structure / area index for easy access for all


Total / 50X 2 = %



4.3.3 A3 Summary Sheets Assessment Sheet



Date of Assessment:

Are A3 Summary Sheets for Frontline Problem Solving and Mini Micro Problem Solving completed to the site standard and shared effectively?

Activity Description 0 1 2 3 4 5 Comments 1. A standard for Frontline Problem Solving A3 Summary

Sheets has been established for the site which includes language format (eg object – deviation format descriptions)

2. All Frontline Problem Solving A3 Summary Sheets established at the site comply to the site standard

3. All completed Frontline Problem Solving A3 Summary Sheets are reviewed by a designated person before close-off and filing to ensure they comply to the site standard including language format

4. Each Production Area Based Team progressing OEM-2 to OEM-7 completes an A3 Summary Sheet to the site standard for at least one problem during each cycle

5. Recognition systems consider the number of A3 Summary Sheets completed by Production Area Based Teams progressing OEM-2 to OEM-7

6. A standard for Mini Micro Problem Solving A3 Summary Sheets has been established for the site

7. All Mini Micro Problem Solving A3 Summary Sheets established at the site comply to the site standard

8. All completed Mini Micro Problem Solving A3 Summary Sheets are reviewed by a designated person before close-off and filing to ensure they comply to the site standard including language format

9. Actions and learnings from Frontline and Mini Micro Problem Solving noted on the A3 Summary Sheets are applied in similar situations across the site

10. All completed and reviewed A3 Summary Sheets are stored in the site’s TPM3 Library or electronic TPM3 Knowledge Base under an equipment structure / area index for easy access by all personnel at site


Total / 50X 2 = %



4.3.4 TPM3 One Point Lessons Assessment Sheet



Date of Assessment:

Are TPM3 One Point Lessons created to the site standard and being used effectively?

Activity Description 0 1 2 3 4 5 Comments 1. A standard for One Point Lessons including their

application has been established for the site

2. The One Point Lesson site standard includes the types of classifications (eg Lubrication, Fasteners etc) to be used

3. All One Point Lessons established at the site comply to the site standard

4. All completed One Point Lessons are reviewed by a designated person before close-off, using and filing to ensure they comply to the site standard

5. After a One Point Lessons has been effectively delivered, the person receiving the One Point Lesson will sign-off on the One Point Lesson to confirm the training

6. A training record is kept (eg skills matrix) of all One Point Lessons delivered to site personnel

7. One Point Lessons are displayed in the workplace close to where they apply

8. A One Point Lesson Run Chart is displayed on each Production Area Based Team’s Scoreboard that is progressing OEM-3 to 7 and is updated on a weekly basis

9. A copy of all completed and reviewed One Point Lessons are stored in the site’s TPM3 Library or electronic TPM3 Knowledge Base under an equipment structure / area index for easy access by all personnel at site

10. Recognition systems consider the number of One Point Lessons developed and presented by Production Area Based Team members progressing OEM-3 to 7


Total / 50X 2 = %

5 level milestone tpm3 excellence award

Documents