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 TPM
3

5 Level Milestone TPM
3
Excellence Award

supported by

TPM
3
Milestone Assessment Process

TPM
3
Leadership
}
Purpose / Direction
Information / Feedback
Relationships / Structure
TPM
3
Capability
}
Team Effectiveness
Knowledge Base
Key Roles
TPM
3
Activities
}
TPM
3
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 Management
10. 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: ctpm@ctpm.org.au Web: www.ctpm.org.au
CTPM Australasia 16 January 2013 5 Level Milestone TPM
3
Excellence Award 2
Background

To assist CTPM Company Members on their TPM & Lean journey to Operations Excellence,
CTPM created the 5 Level Milestone TPM
3
Excellence Award supported by our TPM
3

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 TPM
3
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 TPM
3
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 (TPM
3
) 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.

TPM
3
Leadership
}
Purpose / Direction
Information / Feedback
Relationships / Structure
TPM
3
Capability
}
Team Effectiveness
Knowledge Base
Key Roles
TPM
3
Activities
}
TPM
3
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 Management
10. Process Quality Management
3. Work Area
Management
7. Support Department Excellence Management
5. Maintenance Excellence Management
9. People & Leadership Development
8. Value Stream Management

3
Excellence Award 3
Eligibility for the 5 Level Milestone TPM
3
Excellence Award

The 5 Level Milestone TPM
3
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 TPM
3
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 TPM
3
Journey

The process is a multi level self-assessment of your progress on your TPM & Lean (TPM
3
) journey.

Based on the TPM
3
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 TPM
3
Excellence Award.

It is anticipated that you would, over time, make progress from level to level as your TPM
3

implementation broadens. These levels of progression become the basis of the recognition process
as set out below.

3
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 TPM
3
across the entire site / business unit,
incorporating all TPM
3
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
3
across at least 75% of the site / business
unit incorporating most TPM
3
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
3
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 TPM
3
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%

3
Excellence Award 4
Initiating your first 5 Level Milestone TPM
3
Excellence Award Level 1

The initial 5 Level Milestone TPM
3
Excellence Award (Level 1) verification assessment typically
consists of 5 steps, as outlined below.

1. Application for Level 1 of the TPM
3
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 TPM
3
Leadership Element of the Milestone Assessment Process.

3. Prepare & Conduct TPM
3
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 TPM
3
Capability (9 sheets), TPM
3
Activities (4 sheets for each of the 2
Pilot Areas being assessed eg 8 sheets) and TPM
3
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 TPM
3
Champions / Site
Leadership Team members. We recommend each completed sheet be verified by your
nominated internal assessor (typically your TPM
3
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 TPM
3
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 TPM
3
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 (TPM
3
)
3
Excellence Award 1
3
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 TPM
3

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 TPM
3
Library & Knowledge Base 60% 70% 80% 85% 90%
Team
Effectiveness
2.2.1 Leadership Team(s) 60% 70% 80% 85% 90%
2.2.2 TPM
3
Cross-functional Teams 60% 70% 80% 85% 90%
2.2.3 Area Based Teams Progressing TPM
3
60% 70% 80% 85% 90%
Key Roles 2.3.1 TPM
3
Champions 60% 70% 80% 85% 90%
2.3.2 TPM
3
Co-ordinator(s) 60% 70% 80% 85% 90%
2.3.3 Team Leaders of TPM
3
Teams 60% 70% 80% 85% 90%
3
)
3
Excellence Award 2
Improvement Activity
Component Areas of Focus
Level 1
2 DPAs
*
Level 2
25% of
DPAs &
DMAs
Level 3
50% 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 TPM
3
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%.
3
)
3
Excellence Award 3
Impact
Component

Areas of Focus
Level 1
2 DPAs
*
Level 2
25% of
DPAs &
DMAs
Level 3
50% of
DPAs &
DMAs
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 TPM
3
Actions Completed 60% 70% 80% 85% 90%
4.3.2 TPM
3
Improvement Sheets 60% 70% 80% 85% 90%
4.3.3 A3 Summary Sheets 70% 80% 85% 90%
4.3.4 TPM
3
One Point Lessons 80% 85% 90%

* 2 Pilot Areas

DTAs = Defined TPM
3
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

TPM
3
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%
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

Is there a documented plan and schedule for each cycle of TPM
3
activity?
Activity Description 0 1 2 3 4 5 Comments
1. The TPM
3
journey is based on 3-4 month cycles of
TPM
3
activity supported by weekly review meetings
and a Site Master Plan spanning 12-15 cycles

2. A formal TPM
3
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
TPM
3
which is supported by areas and people once
started, continuing the TPM
3
improvement journey

5. The outcomes from each TPM
3
Pre-cycle Strategy
planning workshop are fully documented

6. The outcomes from each TPM
3
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 TPM
3
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 / 50
X 2 = %


TPM
3

1.1.2 Dashboard Goals & Targets Assessment Sheet
Leadership Team:
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

Do all Leadership Teams establish and monitor their TPM
3
Dashboard Input &
Process measures for each cycle?
1. A TPM
3
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 TPM
3
Input measures (typically 16)
are established and recorded for each TPM
3
cycle

3
Process measures for Cross-
functional Teams (typically 6) are established and
recorded for each TPM
3
cycle

3
Process measures for Area
Based Teams (typically 7) are established and recorded for
each TPM
3
cycle

5. Targets are set for all TPM
3
Dashboard Input measures for
the next cycle during each Pre-cycle Strategy

6. Actual Performance to Target Performance regarding all
TPM
3
Dashboard Input measures is reviewed and reflected
during each Pre-cycle Strategy with any corrective actions
noted on the Leadership Team Task Sheet

7. TPM
3
Input measure target of % time for TPM
3
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. TPM
3
Input measure of % time for TPM
3
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. TPM
3
Process measures for Cross-functional Teams are
reviewed during each Pre-cycle Strategy workshop and
used to set targets for the next TPM
3
cycle

10. TPM
3
Process measures for Area Based Teams are
reviewed during each Pre-cycle Strategy workshop and
used to set targets for the next TPM
3
cycle

Totals

Total / 50
X 2 = %
Note: A separate sheet is to be used for each Leadership Team (Site, Area, Support etc) being assessed

TPM
3

1.1.3 Mandates & Boundaries Assessment Sheet
Site:
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

Are appropriate mandates & boundaries established for each TPM
3
team?
1. The boundaries for all current TPM
3
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 TPM
3
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 Teams Noticeboard

5. Each Cross-functional TPM
3
teams 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 TPM
3
teams
mandate is acknowledged at each final team
presentation by their Leadership Team

7. Each Area Based Team progressing TPM
3
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 Teams Noticeboard

8. Each TPM
3
Area Based Teams 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 Teams TPM
3

mandate is acknowledged at each final team
presentation by their Leadership Team

10. Area Based Team mandates and boundaries for
TPM
3
activities are developed to promote the
maturity growth of the team

Totals

Total / 50
X 2 = %

TPM
3
1.2 Leadership - Information

1.2.1 Site Leadership Team TPM
3
Noticeboard & Scoreboard
Assessment Sheet
Site:
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

Is an effective Site Leadership Team TPM
3
Noticeboard & Scoreboard to site
standard established?
1. A Site Leadership Team TPM
3
Noticeboard has
been established that is the model TPM
3

Noticeboard for the site and sets the standard for
all TPM
3
Noticeboards

2. The Site Leadership Team TPM
3
Noticeboard is
well positioned so that the majority of personnel
regularly see it

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

4. Site Leadership Team mandate and team member
names and team photo are clearly displayed on the
Site Leadership Team TPM
3
Noticeboard

5. The Site Leadership Team TPM
3
Noticeboard is
updated after each meeting (typically weekly)

6. A Schedule of TPM
3
activities for the cycle
highlighting all teams reporting directly to the Site
Leadership Team is documented and displayed on
the Site Leadership Team TPM
3
Noticeboard

7. A Site TPM
3
Scoreboard has been established that
is the model Scoreboard for the site and sets the
standard for all Goal Aligned Scoreboards

8. The Site TPM
3
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 TPM
3
Scoreboard is updated at least
weekly

Totals

Total / 50
X 2 = %

TPM
3

1.2.2 Communication Strategy Assessment Sheet
Site:
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

Is there an effective TPM
3
Communications Strategy for the site?
1. A documented Communication Strategy exists
that supports the TPM
3
journey and is formally
reviewed at each TPM
3
Pre-cycle Strategy
workshop

2. All personnel in Defined Production Areas
progressing their TPM
3
journey receive weekly
TPM
3
progress briefings in front of their DPA
Scoreboard and relevant team boards

3. All personnel receive monthly TPM
3
progress
briefings assisted by the Site Leadership Team
TPM
3
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 TPM
3
journey

5. The theme that TPM
3
can be fun is interwoven
into the sites communications

6. TPM
3
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. TPM
3
progress and learnings are often discussed
during company presentations to site personnel,
suppliers and customers

10. The site shares their TPM
3
improvement journey
achievements and learnings through forums, local
press, site visits etc

Totals

Total / 50
X 2 = %

TPM
3

1.2.3 Recognition System Assessment Sheet
Site:
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

Is there an effective formal recognition system for all TPM
3
activities?
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

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

5. The recognition system includes a Team

6. The recognition system includes an Individual

7. All TPM
3
teams conduct a mid-way
presentation and receive appropriate
recognition at the time for their efforts from a
Leadership Team member

8. All TPM
3
teams conduct a final presentation
and receive appropriate recognition at the time
for their efforts from their TPM
3
Champion

9. Agreed Leadership Team attendance occurs at
all TPM
3
team presentations

10. All personnel in each Defined Area
progressing TPM
3
Cross-functional Team
activity are recognised for their contribution
rather than just the Cross-functional Team
members

Totals

Total / 50
X 2 = %

TPM
3

1.2.4 Site Daily Review Process Assessment Sheet
Site:
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

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

Totals

Total / 50
X 2 = %


TPM
3

1.2.5 Frontline Problem Solving Assessment Sheet
Site:
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

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

Totals

Total / 50
X 2 = %

TPM
3
1.3 Leadership - Relationships

1.3.1 Defined Production Areas Assessment Sheet
Site:
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

Have Defined Production Areas been established that allow the measurement of
the appropriate TPM
3
Driver (eg OEE) and the formation of Area Based Teams (at
least 4 personnel per shift)?
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 TPM
3
journey (separate from each
teams 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 TPM
3
journey (separate from each
teams Scoreboard)

8. The designated DPA Scoreboards displays the daily
and weekly run charts for the TPM
3
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

Totals

Total / 50
X 2 = %

TPM
3

1.3.2 Production Area Based Teams Assessment Sheet
Site:
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

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

Totals

Total / 50
X 2 = %

TPM
3

1.3.3 Allocated Support Staff for Production Area Based
Teams Assessment Sheet
Site:
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

Have designated support personnel been allocated to all Production Area Based
Teams so that there is direct linkage with no ambiguity?
1. Each Production Area Based Team has a
designated mechanical maintenance person as
their first line of maintenance support

designated electrical maintenance person as their
first line of electrical maintenance support

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

link mechanism with their designated electrical
maintenance person

link mechanism with their designated quality
support person

designated Leadership Team mentor

designated TPM
3
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

Totals

Total / 50
X 2 = %


TPM
3

1.3.4 Defined Maintenance Areas Assessment Sheet
Site:
Rating Legend
TPM
3
Champion:
Internal Assessor:
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)?
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 TPM
3
journey (separate
from each teams 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 TPM
3
journey (separate
from each Teams 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

Totals

Total / 50
X 2 = %


TPM
3

1.3.5 Defined Support Areas Assessment Sheet
Site:
Rating Legend
TPM
3
Champion:
Internal Assessor:
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)?
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
TPM
3
journey

4. Where appropriate, a designated DSA
Scoreboard to the site standard exists for each
Defined Support Area that is progressing the
TPM
3
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

Totals

Total / 50
X 2 = %


TPM
3

1.3.6 Defined Value Streams Assessment Sheet
Site:
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

Have Defined Value Streams (DVSs) been established at the site?
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 TPM
3
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 TPM
3
journey

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

identifies the Defined Production Areas and / or
Defined Support Areas involved in the Value
Stream

identifies the number and % of personnel from
each Defined Production Area and / or Defined
Support Area involved in the Value Stream

Totals

Total / 50
X 2 = %


TPM
3
2.1 Capability - Knowledge Base

2.1.1 Site Leadership Team Assessment Sheet
Site:
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

Is the Site Leadership Team properly trained and effective?
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 TPM
3
Introduction Strategy workshop and /or
the most recent TPM
3
Pre-cycle Strategy
workshop

completed the 3-day TPM
3
Advanced Training
workshop (or similar)

4. All TPM
3
Champions (Production, Maintenance,
Quality, HR etc) and TPM
3
Co-ordinator(s) have
successfully completed the TPM
3
Leadership /
Instructors Course

5. TPM
3
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

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 TPM
3

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 TPM
3
activities

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

Totals

Total / 50
X 2 = %


TPM
3

2.1.2 Personnel Assessment Sheet
Site:
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

Are all personnel adequately trained in TPM
3
and are effective in their TPM
3

activities?
1. All personnel involved in TPM
3
Cross-
functional Team improvement activity have
undertaken at least one-day

Awareness

training
or equivalent

3
Area Based
Teams have undertaken at least half-day
Overview or one-day Awareness

training or
equivalent

3
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 TPM
3
journey

6. All TPM
3
Cross-functional Teams have clearly
documented mandates which they achieve

7. All TPM
3
Area Based Teams have clearly
documented mandates which they achieve

8. TPM
3
activity has developed effectively
within each Defined Production Area that has
commenced the TPM
3
journey

9. All TPM
3
Co-ordinators are accredited TPM
3

Leaders / Instructors

10. All Team Leaders of TPM
3
teams effectively
support and assist team members in their
TPM
3
activities

Totals

Total / 50
X 2 = %


TPM
3

2.1.3 TPM
3
Library & Knowledge Base Assessment Sheet
Site:
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

Has an adequate and effective TPM
3
Library and electronic TPM
3
Knowledge Base
been established?
1. There is a clearly defined and centralised physical place
(eg TPM
3
library) where hard copy TPM
3
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 TPM
3
library

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

support material

4. All employees know about the TPM
3
library and they
have access to it

5. There is a procedure established for requesting /
returning TPM
3
support material

6. An effective electronic TPM
3
Knowledge Base that is
accessible by all employees and is up to date (eg latest
version forms etc) has been established to support the
TPM
3
journey at the site

7. Mid-way and Final Team presentations, Pre-cycle
Strategy / Quarterly Review Outcomes, A3 Summary
Sheets, TPM
3
Improvement Sheets, One Point Lessons,
Team Records etc are logically filed (soft copy) in the
TPM
3
Knowledge Base for review and use by existing
and future TPM
3
teams

8. Where applicable the electronic TPM
3
Knowledge Base
is structured based on the sites Equipment Structure
(especially A3 Summary Sheets etc)

9. All employees know about the electronic TPM
3

Knowledge Base and they have access to it

10. TPM
3
Co-ordinators and TPM
3
team members
effectively use the electronic TPM
3
Knowledge Base
and TPM
3
Library and benefit from them

Totals

Total / 50
X 2 = %


TPM
3
2.2 Capability - Team Effectiveness

2.2.1 Leadership Team(s) Assessment Sheet
Leadership Team:
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

Are all Leadership Teams (Area, Prod Support and People Development) effective?
1. Leadership Team (LT) has an appropriate mandate
approved by the SLT for each cycle which is linked to the
sites 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 TPM
3
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 TPM
3
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 TPM
3
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 Teams learnings

Totals

Total / 50
X 2 = %
Note: A separate sheet is to be used for each Leadership Team (Area, Prod Support etc) being assessed


TPM
3

2.2.2 TPM
3
Cross-functional Teams Assessment Sheet
Site:
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

Are all TPM
3
Cross-functional Teams effective?
1. Appropriate team mandate & boundaries are
established for each TPM
3
Cross-functional Team by
the relevant Leadership Team, which are clearly
displayed via the Team Information Sheet on the
Teams Noticeboard

2. All TPM
3
Cross-functional Teams establish Roles and
Rules with consequences which are understood and
followed by all team members

3. All TPM
3
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 TPM
3
Cross-functional Teams have established
their Scoreboard to the site standard, which is updated
frequently (at least weekly) to display their impact

5. All TPM
3
Cross-functional Teams have appropriate
representation such that all personnel in Areas
progressing TPM
3
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
teams Noticeboard

7. All TPM
3
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 TPM
3
Cross-functional Team activities and
improvement tasks are shared among team members

9. All TPM
3
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 TPM
3
Cross-functional Team get
shared with all other TPM
3
Cross-functional Teams

Totals

Total / 50
X 2 = %


TPM
3

2.2.3 Area Based Teams Progressing TPM
3
Assessment Sheet
Site:
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

Are all Area Based Teams progressing TPM
3
effective?
1. Appropriate team mandate & boundaries are established
for each Area Based Team progressing TPM
3
by the
relevant Leadership Team, which are clearly displayed
via the Team Information Sheet on the Teams
Noticeboard

2. All Area Based Teams progressing TPM
3
establish Focus
Points, Roles and Rules with consequences which are
documented and displayed on each Teams 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 TPM
3
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 teams Noticeboard

7. TPM
3
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
TPM
3

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 TPM
3
Improvement Sheets,
OPLs, A3 Summary Sheets etc resulting in all teams
taking advantage of other teams learnings

Totals

Total / 50
X 2 = %


TPM
3
2.3 Capability - Key Roles

2.3.1 TPM
3
Champions Assessment Sheet
Site:
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

Are the TPM
3
Champions (Production, Maintenance, Engineering, Quality, Value
Stream and Human Resource Managers) effective in their role?
1. All TPM
3
Champions are responsible to the Site /
Operations Manager for the success of TPM
3
in their
area of responsibility

2. All TPM
3
Champions are actively involved in TPM
3

activities so they are continuously learning about TPM
3

by doing

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

4. All TPM
3
Champions ensure any barriers encountered
by their TPM
3
Co-ordinator(s) or TPM
3
Team Leaders
are swiftly and adequately addressed

5. All TPM
3
Champions provide all TPM
3
team members
the opportunity to spend an agreed amount of time on
formal TPM
3

6. All TPM
3
Champions develop the Team Leaders and
the team members skills in an inductive / pull culture-
change environment

7. All TPM
3
Champions support the TPM
3
Co-
ordinator(s) in their area to allow them to successfully
facilitate all their TPM
3
teams

8. All TPM
3
Champions acquire extensive knowledge
about TPM
3
(TPM & Lean) through the TPM
3

Leadership / Instructor Program, TPM
3
Forums etc and
promote the sharing of this knowledge throughout the
site

9. All TPM
3
Champions promote the importance of TPM
3

(TPM & Lean) to all employees and encourages an
environment for team growth

10. All TPM
3
Champions negotiate a viable resource plan
to support their TPM
3
teams to achieve their mandates
and exercise best endeavours to support this plan

Totals

Total / 50
X 2 = %


TPM
3

2.3.2 TPM
3
Co-ordinator(s) Assessment Sheet
Site:
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

Is the TPM
3
Co-ordinator, or are the TPM
3
Co-ordinators effective in their role?
1. Each TPM
3
Co-ordinator reports directly to the Site
Manager or a TPM
3
Champion on all TPM
3
issues
within their area of responsibility

2. Each TPM
3
Co-ordinator continually learns about
TPM
3
facilitation and gains experience through
doing

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

4. Each TPM
3
Co-ordinator supports and assists as
necessary all TPM
3
Team Leaders within their area
of responsibility so they can support and assist as
necessary all their TPM
3
Team Members

5. Each TPM
3
Co-ordinator motivates all personnel to
become involved and support all TPM
3
initiatives

6. Each TPM
3
Co-ordinator assists their Leadership
Team(s) in the communication of TPM
3
successes
and learnings throughout the site and company

7. Each TPM
3
Co-ordinator acquires extensive
knowledge about TPM
3
and promotes the sharing of
this knowledge throughout the site and company

8. Each TPM
3
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 TPM
3
Co-ordinator ensures all TPM
3
Teams
within their area of responsibility generate TPM
3

Improvement Sheets, One Point Lessons and A3
Summary Sheets to the agreed site standard

10. Each TPM
3
Co-ordinator documents all
achievements and learnings of all TPM
3
teams within
their area of responsibility and lodges such in the
sites TPM
3
Library & Knowledge Base

Totals

Total / 50
X 2 = %


TPM
3

2.3.3 Team Leaders of TPM
3
Teams Assessment Sheet
Site:
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

Are all Team Leaders of TPM
3
Teams effective in their role?
1. All TPM
3
Team Leaders plan and organise their TPM
3

team meetings (agenda, location, visual aids etc)

2. All TPM
3
Team Leaders lead their TPM
3
team so that
everyone is able to participate and contribute, and
meeting outcomes are achieved

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

4. All TPM
3
Team Leaders ensure their TPM
3
Scoreboard
is up to date and the team focuses on monitoring and
improving their TPM
3
measures

5. All TPM
3
Team Leaders communicate their teams
progress and status within their Defined Area and to
other areas of the site

6. All TPM
3
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 TPM
3
Team Leaders are able to support their team
by obtaining the necessary resources to assist with the
approved improvement implementations

8. All TPM
3
Team Leaders regularly review their teams
progress towards becoming more independent requiring
less facilitation and mentoring support

9. All TPM
3
Team Leaders continually review learnings
with the team and develop new processes as required to
support the integration of their TPM
3
activities into their
daily work

10. All TPM
3
Team Leaders create a positive environment
for interaction with other areas / departments within the
site

Totals

Total / 50
X 2 = %


TPM
3
3.1 Improvement Activity - Safety & Environment Management

3.1.1 Safety Management Assessment Sheet
Defined TPM
3
Area:
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

Are best practice Safety practices being applied effectively by Teams involved in
TPM
3
activities?
1. Safety standards and procedures, based on the site
standard, are in place, fully understood and
followed during all TPM
3
activities

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

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

4. Impact on Safety is considered in all TPM
3

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 TPM
3
teams

7. Each TPM
3
Area Based Team progressing OEM
uses a Safety Analysis to effectively identify and
address any safety risks during OEM Activities

8. Each TPM
3
uses a Safety Behaviour Observation System to
monitor and address any unsafe conditions or
behaviours during OEM Activities

9. Each TPM
3
monitors their progress on developing agreed safe
behaviours within their workplace

10. Each TPM
3
TPM
3
Scoreboard displays Safety Behaviour
Observation performance of their team during
OEM Activities

Totals

Total / 50
X 2 = %
Note: A separate sheet is to be used for each Defined TPM
3
Area being assessed

TPM
3
3.1 Improvement Activity - Safety & Environment Management

3.1.2 Environmental Management Assessment Sheet
Defined TPM
3
Area:
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

Are best practice Environmental practices being applied effectively by Teams
involved in TPM
3
activities?
1. Environmental standards and procedures based
on the site standard, are in place, fully
understood and followed during all TPM
3

activities

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

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

teams

4. Impact on the environment is considered in all
TPM
3
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 TPM
3
Teams

7. Where appropriate TPM
3
Area Based Teams
progressing OEM monitor progress on
developing good environmental behaviours
within their workplace

8. Where appropriate the sites Goal Aligned
Performance Measures include impact on the
environment

9. Environmental risks are evaluated by TPM
3

Teams prior to any TPM
3
Activities

10. TPM
3
Teams monitor and address any potential
environmental risks during TPM
3
Activities

Totals

Total / 50
X 2 = %
Note: A separate sheet is to be used for each Defined TPM
3
Area being assessed

TPM
3
3.2 Improvement Activity - Focused Equipment & Process
Improvement

3.2.1 Focused Equipment & Process Improvement Assessment
Sheet
Defined Production Area:
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

Is the Focused Equipment & Process Improvement Cross-functional Team
Improvement Activity being applied effectively?
1. Each Defined Production Area conducts a Macro FE&PI Team
cycle each 12 months so as to evaluate improvement progress and
update the 1
st
and 2
nd
Level OEE Improvement Matrices or Lead
Time Reduction Matrices

2. Each Defined Production Area (DPA), once commenced the
TPM
3
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 TPM
3

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 Teams 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 TPM
3

Library and / or electronic TPM
3
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 teams History
Sheet and shared during Mid-way and Final presentations

Totals

Total / 50
X 2 = %
Note: A separate sheet is to be used for each Defined Production Area being assessed

TPM
3
3.3 Improvement Activity - Work Area Management

3.3.1 Work Area Management Assessment Sheet
Rating Legend
Number of Area Based Teams:
TPM
3
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?
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 its
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

Totals

Total / 50
X 2 = %


TPM
3
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)
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

Does the DPA have regular Cleaning for Inspection activities that are effective?
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, signedoff by all teams and are being used regularly

8. TPM
3
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

Totals

Total / 50
X 2 = %



TPM
3

Sheet
OEM Step 2: Address Sources of Contamination and Difficult to Access Areas
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

Are Sources of Contamination and Difficult to Access Areas properly addressed?
1. All Sources of Contamination have been identified and
listed on each teams relevant List

2. All Difficult to Access Areas for cleaning or inspection
have been identified and listed on each teams 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. TPM
3
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

Totals

Total / 50
X 2 = %


TPM
3

Sheet
OEM Step 3: Standards for Cleaning, Inspection & Lubrication
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

Have Basic Equipment Conditions been established?
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. TPM
3
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

Totals

Total / 50
X 2 = %


TPM
3

Sheet
OEM Step 4: Training for Inspection
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

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

Totals

Total / 50
X 2 = %


TPM
3

Sheet
OEM Step 5: Finalise Inspection Standards for Equipment Care
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

Have the Inspection Standards for Equipment Care been finalised?
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

Totals

Total / 50
X 2 = %


TPM
3

Sheet
OEM Step 6: Process Quality Assurance
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

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

Totals

Total / 50
X 2 = %


TPM
3
Milestone Assessment Process Level 5

Sheet
OEM Step 7: Workplace Management
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

Have the On-going Improvement Activities been consolidated?
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

zero process or output quality problems

zero accidents or incidents

Totals

Total / 50
X 2 = %


TPM
3
3.5 Improvement Activity - Maintenance Excellence Management

3.5.1 MELT Assessment Sheet
Site:
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

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

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 TPM
3
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

Totals

Total / 50
X 2 = %


TPM
3

3.5.2 Maintenance Improvement Team Assessment Sheet
Site:
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

Are the Maintenance Improvement Teams effective?
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 TPM
3
Noticeboard to the
site standard and is updated regularly

3. Each MIT has established its TPM
3
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
TPM
3
3
Knowledge
Base

6. Final presentations are documented along with agreed
outcomes and achievements, and filed in the site TPM
3

3
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 TPM
3
Cross-functional Team (eg MIT,
FE&PI etc) and an Area Based Team involved in On-
going Improvement (eg WAM / MPM, MELT etc)

Totals

Total / 50
X 2 = %


TPM
3

3.5.3 WAM for Maintenance Assessment Sheet
Defined Maintenance Area:
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

Is the DMA in a state of order, with good visual controls and are all the WAM
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)

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)

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.)

people is continuously being addressed by the WAM
team(s) in the DMA through their on-going WAM /
MPM activities

Scoreboards in the DMA are up to date including Team
Assessment Sheets and Monitoring scores

Totals

Total / 50
X 2 = %
Note: A separate sheet is to be used for each Defined Maintenance Area being assessed


TPM
3
3.7 Improvement Activity Maintenance Excellence Management

3.5.4 Maintenance Process Management Assessment Sheet
Defined Maintenance Area:
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

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

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

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

their standards and procedures each shift / day and
records their results

7. 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

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

assessment of their team members behaviours to
promote zero process or output quality problems

promote zero accidents or incidents

Totals

Total / 50
X 2 = %
Note: A separate sheet is to be used for each Defined Maintenance Area being assessed


TPM
3
3.6 Improvement Activity - New Equipment / Product / Area
Management

3.6.1 New Equipment Management Assessment Sheet
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

Are New Equipment Management teams effective?
1. New Equipment Management Teams (NEMs) are an
integral part of the TPM
3
Implementation / Master Plan
when New Equipment is being scoped, designed,
purchased or installed

2. All NEM team members have been members of
previous relevant TPM
3
teams to bring the required
experience to the team

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

formal team meeting

5. Mid-way and Final presentations are documented along
with agreed outcomes and achievements, and filed in the
site TPM
3
3
Knowledge
Base

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

Totals

Total / 50
X 2 = %


TPM
3
Management

3.6.2 New Product Management Assessment Sheet
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

Are New Product Management teams effective?
1. New Product Management Teams (NPMs) are an integral
part of the TPM
3
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 TPM
3
teams to bring the required experience to
the team

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

4. Each NPM team has established its TPM
3
Scoreboard to
the site standard, and is updated regularly

formal team meeting

6. Mid-way presentations are documented along with agreed
3

3
Knowledge Base

3

3
Knowledge Base

8. All NPM teams have developed or updated standards and
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

Totals

Total / 50
X 2 = %


TPM
3
Management

3.6.3 New Area Management Assessment Sheet
Site:
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

Are New Area Management teams effective?
1. New Area Management Teams (NAMs) are an integral
part of the TPM
3
Implementation / Master Plan when a
new area is to be established

2. All NAM team members have been members of
previous relevant TPM
3
teams to bring the required
experience to the team

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

4. Each NAM team has established its TPM
3
Scoreboard
to the site standard, and is updated regularly

formal team meeting

TPM
3
3
Knowledge
Base

3

3
Knowledge Base

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

Totals

Total / 50
X 2 = %


TPM
3
3.7 Improvement Activity - Support Department Excellence Mgmt

3.7.1 SDELT Assessment Sheet
Support Department:
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

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

3. A score of 90% in the Process Elements of Support Dept

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 TPM
3
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 TPM
3
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

Totals

Total / 50
X 2 = %
Note: A separate sheet is to be used for each Support Department being assessed


TPM
3

3.7.2 Support Improvement Team Assessment Sheet
Support Department:
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

Are the Support Improvement Teams effective?
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 TPM
3
Noticeboard to the
site standard and is updated regularly

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

formal team meeting

agreed outcomes and achievements, and filed in the
site TPM
3
3

Knowledge Base

3

3
Knowledge Base

7. All SITs have developed or updated standards and
in the Support Department has been trained in the new

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 TPM
3
Cross-functional
Team (eg SIT, FE&PI etc) and an Area Based Team
involved in Improvement (eg WAM / SPM, SDELT
etc)

Totals

Total / 50
X 2 = %


TPM
3

3.7.3 WAM for Support Assessment Sheet
Support Department:
Rating Legend
Defined Support Area:
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

Is the DSA in a state of order, with good visual controls and are all the WAM

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

around in the Defined Support Area (DSA)

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)

maintained by all who work in the DSA

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.)

team(s) in the DSA through their on-going WAM / SPM
activities

Scoreboards in the DSA are up to date including Team

Totals

Total / 50
X 2 = %
Note: A separate sheet is to be used for each Defined Support Area being assessed


TPM
3

3.7.4 Support Process Management Assessment Sheet
Support Department:
Rating Legend
Defined Support Area:
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

Are the Support Department Area Based Teams embracing on-going improvement
of their workplace?
1. All WAM / SPM Teams within the DSA have mapped

core process

activities for the day


their rules each day and records their results

their standards and procedures each day and records
their results


time each week on WAM / SPM activities to sustain and
continuously improve their workplace



Totals

Total / 50
X 2 = %
Note: A separate sheet is to be used for each Defined Support Area being assessed


TPM
3
3.8 Improvement Activity - Value Stream Management

3.8.1 Focused Process Improvement Assessment Sheet
Defined Value Stream:
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

Are Focused Process Improvement Teams an effective part of the VSM Activities?
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 TPM
3

Scoreboard, which is used to report on the Sites 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 Teams 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

7. Mid-way and Final presentations are documented along with
agreed outcomes and achievements, and filed in the site TPM
3

3
Knowledge Base

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 teams History
Sheet and shared during Mid-way and Final presentations

Totals

Total / 50
X 2 = %
Note: A separate sheet is to be used for each Defined Value Stream being assessed


TPM
3

3.8.2 WAM for Office Assessment Sheet
Rating Legend
WAM Teams:
TPM
3
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

around in the Defined Value Stream office work area

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)

maintained by all who work in the DVS

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.)

team(s) in the DVS through their on-going WAM / CPM
activities

Scoreboards in the DVS are up to date including Team

Totals

Total / 50
X 2 = %


TPM
3

3.8.3 Customer Process Management Assessment Sheet
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

Are the Value Stream Management Office Area Based Teams embracing on-going
improvement of their workplaces?
1. All WAM / CPM Teams within the DVS have mapped

core process

activities for the day


their rules each day and records their results

their standards and procedures each day and records
their results


time each week on WAM / CPM activities to sustain and
continuously improve their workplace



Totals

Total / 50
X 2 = %


TPM
3
3.9 Improvement Activity - People & Leadership Development

3.9.1 PLD Leadership Team Assessment Sheet
Site:
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

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

Totals

Total /50
X 2 = %


TPM
3

3.9.2 Education & Training Team Assessment Sheet
Site:
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

Are the Education & Training Teams effective?
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

formal team meeting and placed on their Noticeboard

TPM
3
3
Knowledge Base

3

3
Knowledge Base

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

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

Totals

Total / 50
X 2 = %


TPM
3

3.9.3 People Support Systems Assessment Sheet
Site:
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

Are the People Support Systems effective?
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

Totals

Total / 50
X 2 = %


TPM
3
3.10 Improvement Activity - Process Quality Management

3.10.1 Quality Assessment Sheet
Site:
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

Is perfect quality output for all processes being achieved?
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

Totals

Total / 50
X 2 = %


TPM
3
3.10 Improvement Activity - Process Quality Management

3.10.2 Innovation Assessment Sheet
Site:
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

Is Innovation being embraced throughout the site?
(employees, contractors etc) spend at least 5% of their
normal work time being positive members of TPM
3

Cross-functional improvement teams

(employees, contractors etc) spend at least 5% of their
normal work time being positively involved in Area
Based Team TPM
3

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

5. New ideas and thinking in achieving perfect reliability

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

Totals

Total / 50
X 2 = %


TPM
3
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
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?
1. Appropriate Site Goal Aligned Performance Measures based on the sites
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
demonstrated*

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

Totals

Total / 50
X 2 = %

TPM
3

4.1.2 DPA Goal Aligned Performance Measures Assessment
Sheet
* Rating Legend
0 No impact on Baseline to WCP gap
Note: sustained for past 3 months
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

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

6. Appropriate Quality Performance Measures are included in the Goal
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
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*

Totals

Total / 50
X 2 = %

TPM
3

4.1.3 DPA Improvement Driver Results Assessment Sheet
Rating Legend
Improvement Driver:
TPM
3
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?
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 1
st

Level and 2
nd
Level (Pareto) losses or wastes

5. Improvement Driver Improvement Matrices (1
st
& 2
nd
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. TPM
3
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

Totals

Total / 50
X 2 = %
Note: A separate sheet is to be used for each Defined Production

Area being assessed


TPM
3

4.1.4 Maintenance Performance Assessment Sheet
Site:
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

Are Maintenance Performance improvements substantial and sustainable?
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
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

Totals

Total / 50
X 2 = %


TPM
3

4.1.5 Support Department Performance Assessment Sheet
Support Department:
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

Are Support Department Performance improvements substantial and sustainable?
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
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
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

Totals

Total / 50
X 2 = %


TPM
3

4.1.6 DVS Improvement Driver Results Assessment Sheet
Rating Legend
Improvement Driver: Lead Time
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

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

Totals

Total / 50
X 2 = %

TPM
3
4.2 Impact - Intangible

4.2.1 Appearance of Workplace Assessment Sheet
Site:
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

Is the workplace impressive to outside visitors?
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

Totals

Total / 50
X 2 = %


TPM
3
4.2 Impact - Intangible

4.2.2 Community Perception Assessment Sheet
Site:
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

Does the community have a positive perception of the site?
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
TPM
3
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

Totals

Total / 50
X 2 = %


TPM
3
4.3 Impact - Improvement

4.3.1 TPM
3
Actions Completed Assessment Sheet
Site:
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

Are all possible TPM
3
Actions being identified, recorded and signed-off?
1. A Task Sheet is established for each TPM
3

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
teams Noticeboard as per the site standard

8. For TPM
3
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 teams Scoreboard and is
used to monitor the teams effectiveness

10. At least 80% of identified Tasks are completed
by each TPM
3
team

Totals

Total / 50
X 2 = %


TPM
3

4.3.2 TPM
3
Improvement Sheets Assessment Sheet
Site:
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

Are TPM
3
Improvement Sheets being used effectively?
1. A standard for TPM
3
Improvement Sheets has been
established for the site

2. All TPM
3
Improvement Sheets established at the site
comply to the site standard

3. When a TPM
3
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 TPM
3
Area Based Team
(excluding Leadership Teams) established and
completed at least one TPM
3
Improvement Sheet
during their last cycle and are in progress of
achieving such this cycle

5. Each team member in a TPM
3
Cross-functional Team
(excluding NEM / NAM / NPM and PLD) established
and completed at least one TPM
3
Improvement Sheet
during their last cycle and are in progress of
achieving such this cycle

6. TPM
3
Improvement Sheets are displayed on each
teams Noticeboards and presented in Mid-way and
Final presentations to the Leadership Team

7. TPM
3
Improvement Sheets Established and
Completed Run Chart is displayed on each teams
Scoreboard and is updated on a weekly basis

8. Recognition systems consider the number of TPM
3

Improvement Sheets completed by team members

9. Actions and learnings from TPM
3
Improvement
Sheets are shared with other teams to promote further
improvements in similar situations across the site

10. At the conclusion of each teams cycle, all TPM
3

Improvement Sheets created are stored in the sites
TPM
3
Library or electronic TPM
3
Knowledge Base
under an equipment structure / area index for easy
access for all

Totals

Total / 50
X 2 = %

TPM
3

4.3.3 A3 Summary Sheets Assessment Sheet
Site:
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

Are A3 Summary Sheets for Frontline Problem Solving and Mini Micro Problem
Solving completed to the site standard and shared effectively?
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 sites TPM
3
Library or electronic TPM
3

Knowledge Base under an equipment structure / area index
for easy access by all personnel at site

Totals

Total / 50
X 2 = %


TPM
3

4.3.4 TPM
3
One Point Lessons Assessment Sheet
Site:
Rating Legend
TPM
3
Champion:
Internal Assessor:
Date of Assessment:

Are TPM
3
One Point Lessons created to the site standard and being used
effectively?
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 Teams 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 sites TPM
3
Library or
electronic TPM
3
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

Totals

Total / 50
X 2 = %

5 Level Milestone TPM3 Excellence Award

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