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TPM Self-Assessment

Complete to receive your personalised report and action plan

Complete this self-assessment to receive a personalised report detailing priorities for improvement on your TPM journey. The self-assessment is suitable for anyone working in production, maintenance. It is also useful for operations leaders or people charged with performance improvements in a manufacturing setting. 

Please note: Due to the sensitive nature of the assessment report, we may not be able to issue results if you do not supply your company email address in order for us to verify your identity.
1.Contact Details(Required.)
2.SQCDME Management (Safety, Quality, Cost, Delivery, Morale, Environment)
Limited Performance Measures
Performance measures tracked and discussed at management level
Performance measures tracked and discussed at team level
SQCDME Boards actively used in process areas
SQCDME Boards actively used in all areas
SQCDME Management (Safety, Quality, Cost, Delivery, Morale, Environment)
3.Short Interval Control
Schedule managed through expediting
Schedule managed in short intervals by supervisors
Short Interval Control data visible on shopfoor
Short Interval Control data visible on shopfloor and used by autonomous teams
Fully autonomous visually managed Short Interval Control
Short Interval Control
4.Continuous Improvement
Limited continuous improvement activity
Employees involved in continuous improvement teams
Employees challenge the current methods of work and look for improved ways of working
High performance standards and continuous improvement are predominant work ethic
Continuous improvement is a way of life all employees
Continuous Improvement
5.Practical Problem Solving
Problems are addressed by individuals without the benefit of structured techniques
Structured Problem Solving tools exist and are used by leaders
Teams own and undertake structured Problem Solving.
Corrective actions are tracked for effectiveness
Structured Problem Solving is utilized as a common approach by all to resolve non conformance
Controls identified following root cause analysis to ensure permanent solutions
Practical Problem Solving
TPM Deployment
6.Steering Group Activity
Ad hoc steering and governance 
Steering group interacts with TPM teams on ad hoc basis
Steering group interacts with TPM teams on structured basis
Steering group interacts with all TPM activities
Steering group has 3-5 year TPM vision
Steering Group Activity
7.TPM policy Integration into achievement of organisational goals
Unclear link between TPM activity and organisational performance
OEE Measures linked to organisational performance
Loss Analysis linked to organisational performance
Cost Deployment process developed
Cost Deployment used for strategic planning
TPM policy Integration into achievement of organisational goals
8.Master plan
TPM plans are piecemeal and / or do not follow a logical stepped approach
Plans developed for pilot activities
High level three year plan in place
Detailed three year plans in place for AM/PM/QM deployment
TPM Masterplan incorporated in plant policy deployment activities
Master plan
9.Key Performance Indicators/Key Activity Indicators (KPIs/KAIs)
Top level KPIs, no KAIs
KPIs deployed to team level, KAIs being developed
KPIs and KAIs visually managed at team level
KPIs and KAIs used to manage team performance
KPIs and KAIs reviewed using TP Matrix
KPIs/KAIs
EHS
10.Recordable Incident Rate (RIR)
Unacceptable RIR rate
RIR close to current target
RIR achieves current target and target is being reduced
RIR target achieved in each of last 3 years
RIR target achieved in each of last 5 years
RIR
11.Statutory Safety Compliance
More than 1 citation in last year
More than 1 citation in last year
No citations in last year
No citations in last 3 years
No citations in last 5 years
Statutory Safety Compliance
12.Environmental Compliance
More than 1 non conformity in last year
1 non conformity in last year
No non conformity in last year
No non conformity in last 3 years
No non conformity in last 5 years
Environmental Compliance
13.Safety and Environmental Action Completion
Critical actions are incomplete
Some delays in completing critical actions
All critical actions completed on time
All critical actions completed on time with auditing to ensure sustainability
All critical actions on time with auditing with sustainability &horizontal implementation
Safety and Environmental Action Completion
Focused Improvement 
14.OEE
Inconsistent OEE measurement 
Low and variable OEE figures 
Stable OEE approaching target levels
Stable OEE normally achieving target levels 
OEE at target level on all appropriate equipment and continually improving
OEE
15.Loss Analysis
Some loss analysis on critical equipment OEE 
Loss analysis leads to pilot FI activities on specific equipment
Comprehensive loss analysis to enable loss tree development
Loss trees developed and used to focus FI activity
Loss tree structure used to manage FI activities with continuous loss reduction evident
Loss Analysis
16.FI Projects
Individual ad hoc improvement activity
Some FI projects based on loss analysis
FI projects prioritized through loss analysis, n/10 completed annually where n is number of employee
Structured approach to FI and loss analysis in all departments
Structured FI approach yielding best practice outcomes
FI Projects
17.FI Results
Inconsistent results from FI activity
Some projects provide good results, but inconsistent
FI projects provide consistent results
FI projects consistently meet targets
FI projects exceed targets and generate unanticipated learning
FI Results
Autonomous Maintenance
18.AM Activity
Ad hoc approach to AM
AM step 2 completed on AM selected equipment
All A critical equipment restored to a minimum of step 3 AM
AM Step 4 developed & in progress on all A Critical equipment
AM steps 1-7 completed on all equipment
AM Activity
19.Tag Completion
Ad hoc tagging system for issues. Completion variable
Tags raised during operator checks and responded to on priority basis
Standardised response to tags
Tag Completion is measured. Tags number 1 per person per week
Tags raised during normal operation by everyone. Structured response
Timely response to all tags. System monitored and subject to CI
Tag Completion
20.Sources of Contamination & Hard To Access areas (SOC & HTA)
Pilot activities established to eliminate SOC & HTA
SOC & HAA identified, standards developed and contamination in control
All SOC & HTA identified and plans to address defined
SOC & HTA identified and addressed during normal production
Evidence of elimination of all SOC & HTA
Sources of Contamination & Hard To Access areas (SOC & HTA)
21.Clean, Inspect, Lubricate, Tighten Standards
Initial Cleaning in progress
Cleaning Time Measured
Standards established for Cleaning and Inspection. Cleaning times reducing
Standards established for Cleaning, Inspection, Lubrication and Tightening.
CILT Time subject to CI activities to optimize and reduce
Clean, Inspect, Lubricate, Tighten Standards
Planned Maintenance 
22.Mean Time Between Failures (MTBF) and Mean Time to Repair (MTTR)
MTBF and MTTR measured on pilot equipment
MTBF improvement demonstrated on pilot equipment
MTTR improvement demonstrated on pilot equipment
MTBF and MTTR measured and used as performance KPI for cost reduction
Evidence of Zero Breakdowns achieved
Mean Time Between Failures (MTBF) and Mean Time to Repair (MTTR)
23.Planned Maintenance (PM) Schedule Compliance
PM schedule created and monitored
PM compliance rate managed
All PMs completed on schedule for A critical equipment with examples of improvement
All PMs completed on schedule for A critical equipment and generating improvement
All PMs completed on schedule and generating improvement
Planned Maintenance (PM) Schedule Compliance
24.Scheduled v Reactive Activity
KPI measured
High level of reactive maintenance > 50%
Reactive maintenance controlled to <20%
Maintenance staff scheduling time for proactive activities
Maintenance staff scheduling time for coaching and improvement. Reactive <5%
Scheduled v Reactive Activity
25.Equipment Improvement Activity
Limited ad hoc improvement activity
Equipment Improvement projects initiated
Equipment Improvement included in scheduled maintenance activity
Evidence of continuous improvement of equipment
Equipment improvement prime focus of maintenance activity
Equipment Improvement Activity
Training and Development 
26.Skill Matrix Coverage
Skill matrices in some areas 
Skill matrices in all manufacturing areas 
Skill matrices in use in all areas
Skill matrices used for cross-functional HR planning
Skill matrices reviewed regularly
Skill Matrix Coverage
27.Training Needs Analysis (TNA) Completion
Training Needs Analysis in limited areas
Planned approach to Training Needs Analysis
All areas have started Training Needs Analysis
Training Needs Analysis completed in all areas
Training Needs Analysis reviewed annually and linked to all pillars
Training Needs Analysis (TNA) Completion
28.Employee Training Plans
Not all employees have training plans
Training plans completed but not to schedule
Training plans completed to schedule
HR coordinate training plans
Training plans driven by employees autonomously
Employee Training Plans
29.Skills Gaps
Skills gaps identified
Skills gaps identified and prioritized
Skills gaps identified, prioritized and fed into development plans and completed on time
HR coordinate management of skills gap closure
Team leaders and employees manage skills gap closure
Skills Gaps
Early Management 
30.Early Management (EM) Leadtime
EM leadtime objectives defined on project by project basis
Standards for EM leadtime definition
EM program has defined leadtime for all projects
Most (80%) projects completed in target leadtime
All projects completed within target leadtime
Early Management (EM) Leadtime
31.Vertical Startup
Significant engineering changes required in start up
Some engineering changes required in start up
Engineering changes rarely occur in start up
No engineering changes in start up
Proactive and Effective EM system in place
Vertical Startup
32.Life Cycle Costing
Life Cycle Cost not formally defined in EM process
Life Cycle Costs considered in EM process with variable results
Evidence of decisions based on Life Cycle Costs (LCC) and achieved
Return On Capital (ROC) targets achieved through LCC
ROC continuously improved through life cycle costing
Life Cycle Costing
33.Design Specification Requirements (DSR)
DSR not formally defined in EM process
DSR targets defined for project but variable achievement
DSR project targets approved at Gate 1 of EM process and achieved
DSR project targets achieved at each gate
DSR project targets achieved and exceed customer expectations
Design Specification Requirements (DSR)
Quality Maintenance
34.Cost of Non Quality (CONQ) or
Cost of poor quality
CONQ losses occur and are logged but are not fully understood
CONQ losses are measured and linked back to process
"CONQ loss tree is created for critical processes.
Countermeasures are generated from loss tree
CONQ loss tree is complete for all processes.
Countermeasures are generated from loss tree.
Conditions for Zero Defects being defined. Some examples of zero defect processes seen
Cost of Non Quality (CONQ) or
Cost of poor quality
35.Process Capability
Product quality is measured for some critical variables
Process Capability is measured for some critical variables
Process capability issues are analysed and investigated. Process input variables are understood.
Evidence available to show capability improvement by use of effective problem solving and analysis 
All critical processes inputs are controlled to capability CpK > 1.33
Process Capability
36.QC / 8D Story
Most customer concerns are addressed with 8D / QC Story process
All customer concerns are addressed using 8D / QC Story process &fedback in timely way
QC Analysis is completed within target timelines. QC Analysis leads to One Point Lessons and LPAs
QC Analysis visually managed & completed in target timelines and effectiveness recorded 
All QC Analysis completed in target timelines, evidence exists to demonstrate effectiveness 
QC / 8D Story
37.Risk Management
Quality risks are managed in an informal way
Key processes have FMEA with risks documented
All processes have FMEA with countermeasures and effectiveness ranked
Evidence exists for all processes that countermeasures are effective against quality risks
FMEA are revised at a minimum yearly with new findings from customer concerns
Risk Management
Office TPM
38.Schedule Adherence
Significant number of tasks completed late and additional hours worked
Some tasks not completed on time. Some overtime regularly worked
Most tasks completed on time with occasional overtime working
All tasks completed on time within standard working hours
Leadtime for task completion continually improving
Schedule Adherence
39.5S Activity
Some ad hoc 5S activity
Structured 5S Pilot activity
5S implemented in all areas
5S standards developed and visually managed
Visual Office implemented and regularly audited
5S Activity
40.Process Analysis Activity
Some ad hoc process improvements
Structured process analysis introduced in pilot projects
Major processes mapped and subject to improvement activities
All significant processes mapped and optimized
Continuous process improvement practiced
Process Analysis Activity
41.Problem Solving Activity
Some ad hoc problem solving
Process improvement story processes introduced
Process improvement story used for significant problems
Process improvement story and appropriate causal techniques used for all relevant issues
Potential problem solving and mistake proofing used to prevent problems
Problem Solving Activity
Current Progress,
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