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TPM Assessment

Welcome to the Reliox Total Productive Maintenance Assessment. This assessment maps your TPM maturity across the 8 pillars of TPM plus OEE and 5S/6S foundational elements in 15-20 minutes.

Aligned with the Total Productive Maintenance methodology:

  • ◆ 8 TPM Pillars — From Autonomous Maintenance to Office TPM
  • ◆ OEE & 5S/6S — Foundational measurement and workplace discipline

After completion you will receive:

  • ◆ Detailed maturity score per pillar and subcategory
  • ◆ Benchmark comparison with industry peers
  • ◆ Prioritized improvement roadmap
  • ◆ Comprehensive report via email

Assessment Structure (48 questions):

◆ Pillar 1: Autonomous Maintenance (6 q)
◆ Pillar 2: Planned Maintenance (6 q)
◆ Pillar 3: Quality Maintenance (4 q)
◆ Pillar 4: Focused Improvement (6 q)
◆ Pillar 5: Early Equipment Management (5 q)
◆ Pillar 6: Training & Education (5 q)
◆ Pillar 7: Safety, Health & Environment (5 q)
◆ Pillar 8: TPM in Administration (3 q)
◆ Foundation: OEE (4 q)
◆ Foundation: 5S/6S (4 q)

Important Disclaimer: This assessment is a self-evaluation tool for educational and awareness purposes. Results do NOT constitute formal TPM certification or professional audit. Organizations seeking formal TPM implementation audits should engage qualified JIPM-certified professionals.

All answers are confidential. Your data is processed securely and never shared with third parties.

Company Information

Tell us about your organization so we can benchmark your results.

Pillar 1 of 8 6 questions

Autonomous Maintenance (Jishu Hozen)

Mission: Empower operators to take ownership of basic equipment care, freeing maintenance specialists for more complex work.

1.1 Initial Cleaning

Thorough cleaning as inspection; identifying abnormalities.

1. Do operators perform thorough cleaning of their equipment as a form of inspection?

2. Are equipment abnormalities identified, tagged, and tracked to resolution?

1.2 Source Elimination

Eliminating contamination sources and hard-to-access areas.

3. Are sources of contamination (leaks, dust, spillage) systematically identified and eliminated?

1.3 Standards Development

Operator-created cleaning, lubrication, and inspection standards.

4. Have operators developed their own cleaning, lubrication, and inspection (CIL) standards?

5. Are AM activities integrated into the daily work routine (not treated as extra)?

1.4 General Inspection

Operators trained to detect equipment abnormalities.

6. Are operators trained to understand their equipment's function and detect early signs of deterioration?

Pillar 2 of 8 6 questions

Planned Maintenance (Keikaku Hozen)

Mission: Achieve zero breakdowns through systematic preventive and predictive maintenance strategies.

2.1 Maintenance Strategy Mix

Balance between reactive, preventive, predictive, and proactive maintenance.

7. Is there a differentiated maintenance strategy (run-to-failure, time-based, condition-based) per asset criticality?

8. What percentage of maintenance work is planned/scheduled versus reactive/emergency?

2.2 PM Program Effectiveness

Scheduled maintenance task definition and compliance.

9. Are PM tasks based on failure mode analysis rather than only OEM recommendations?

10. How is PM schedule compliance tracked and managed?

2.3 Predictive Maintenance

Condition-based monitoring technologies and practices.

11. Is condition monitoring / predictive maintenance (PdM) applied on critical equipment?

12. How well is maintenance data (failure codes, work history) used to optimize PM/PdM intervals?

Pillar 3 of 8 4 questions

Quality Maintenance (Hinshitsu Hozen)

Mission: Achieve zero defects by establishing equipment conditions that prevent quality problems.

3.1 Equipment-Quality Linkage

Understanding relationship between equipment conditions and product quality.

13. Is the relationship between equipment condition and product quality defects understood and documented?

14. Are quality defect data systematically fed back to maintenance for investigation?

3.2 Defect Prevention

Identifying and controlling equipment parameters affecting quality.

15. Are critical equipment parameters that affect product quality identified and monitored?

16. Are error-proofing (Poka-Yoke) devices used to prevent quality defects from equipment conditions?

Pillar 4 of 8 6 questions

Focused Improvement (Kobetsu Kaizen)

Mission: Eliminate losses systematically through cross-functional improvement teams.

4.1 Loss Structure Analysis

Identification and quantification of the 16 major losses.

17. Are the major losses (breakdowns, setup, minor stops, speed, defects, startup) identified and quantified?

18. Is there a structured process for prioritizing losses and linking them to financial impact?

4.2 Improvement Methodology

Use of structured problem-solving (Why-Why, PM Analysis, etc.).

19. What problem-solving methodology is used for chronic loss elimination?

20. Are improvement results documented, standardized, and shared across the organization?

4.3 Cross-Functional Teams

Formation and effectiveness of Kaizen teams.

21. Are cross-functional teams used for focused improvement activities?

22. How well does the organization sustain gains from improvement projects?

Pillar 5 of 8 5 questions

Early Equipment Management

Mission: Build in reliability and maintainability during equipment design and commissioning.

5.1 Design for Maintainability

Maintenance input during equipment specification and design.

23. Are maintenance and operations teams involved in the design and procurement of new equipment?

24. Is there a system to capture and feed back lessons learned from existing equipment into new designs?

5.2 Commissioning & Vertical Startup

Achieving rapid, problem-free startups.

25. How thorough is the commissioning and vertical startup process for new equipment?

26. Are initial maintenance plans and operator training completed before new equipment enters production?

5.3 MP Information Feedback

Capturing lessons learned for future equipment.

27. How is equipment life-cycle cost (LCC) considered in investment decisions?

Pillar 6 of 8 5 questions

Training & Education

Mission: Develop multi-skilled operators and maintenance technicians through structured competency programs.

6.1 Skills Assessment

Competency mapping and gap identification.

28. Is there a skills/competency matrix for maintenance and operations personnel?

29. Are skill gaps systematically identified and addressed through training plans?

6.2 Training Programs

Structured TPM-specific training and operator development.

30. How is training organized for TPM-specific skills (AM, Kaizen, problem-solving)?

31. Are operators trained to perform equipment inspections and basic maintenance tasks?

6.3 Knowledge Transfer

Capturing and sharing critical technical knowledge.

32. How is critical technical knowledge captured and shared (e.g., for aging workforce)?

Pillar 7 of 8 5 questions

Safety, Health & Environment

Mission: Achieve zero accidents and zero environmental incidents through proactive safety integration.

7.1 Safety Integration

Integrating safety into all TPM activities.

33. Is safety systematically integrated into all TPM activities (AM, PM, Kaizen)?

34. How is the Permit-to-Work and Lock-Out/Tag-Out process managed?

7.2 Hazard Identification

Proactive safety observation and incident learning.

35. Is there a proactive safety observation and near-miss reporting program?

36. How does the organization learn from safety incidents and near-misses?

7.3 Environmental Management

Managing environmental risks from equipment.

37. How are environmental risks from equipment (leaks, emissions, spills) managed?

Pillar 8 of 8 3 questions

TPM in Administration

Mission: Apply TPM principles to support functions to improve efficiency and reduce losses.

8.1 Administrative Efficiency

Applying TPM principles to maintenance support processes.

38. Have TPM principles (loss elimination, standardization, 5S) been applied to maintenance support processes?

39. How efficient is the maintenance work order process from initiation to closure?

8.2 Information Flow

Cross-functional information sharing and visibility.

40. How well does information flow between maintenance, operations, engineering, and management?

Foundations 8 questions

OEE & 5S/6S Foundations

Mission: Measuring equipment effectiveness and establishing workplace discipline as the foundation for all TPM activities.

F1.1 OEE Measurement

Systematic measurement of Overall Equipment Effectiveness.

41. Is OEE (Overall Equipment Effectiveness) measured systematically?

42. Are the three OEE components (Availability, Performance, Quality) individually tracked and improved?

F1.2 Loss Categorization

Identifying and categorizing the Six Big Losses.

43. Are the "Six Big Losses" identified and categorized for your equipment?

44. How is loss data used to drive TPM improvement activities?

F2.1 5S Implementation

Workplace organization and discipline.

45. To what extent is 5S/6S implemented in your maintenance and production areas?

46. How are 5S standards maintained and improved over time?

F2.2 Visual Management

Visual controls for tools, parts, equipment status, and performance.

47. Are tools, spare parts, and materials organized and visually managed at workstations?

48. Is visual management used to communicate equipment status, standards, and performance?

Additional Insights

Optional: Help us understand your context better for more tailored recommendations.

Thank You!

Your TPM assessment has been submitted successfully.

Your personalized report will include:

  • ◆ Overall TPM maturity score and level
  • ◆ Score per pillar (8) and foundation (2)
  • ◆ Spider/radar diagram visualization
  • ◆ Benchmark comparison with industry peers
  • ◆ Prioritized improvement roadmap
  • ◆ Detailed recommendations per pillar

Questions? Contact us at info@reliox.ai

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