Master Plan

  1. Show the results for the main objectives with consistent benchmarks and targets – Breakdowns, Minor Stops, Quality Defects and ZERO loss time accidents.
  2. Highlight why the Site needs TPM. “TPM is not the objective; it is the way to deliver the objectives.”
  3. Each pillar must have key indicators to link to AM Pillar – highlight them.
  4. Understand the 5S process, develop the plan and implement it on the shop floor (do not advance until the individual S has been completed and audited).

Cluster Leader’s Recommendations – Autonomous Maintenance

Show how the key actions were implemented.

Focused Improvement – Accounting Department

  1. You still have an x.x% material loss. How are you identifying priorities?
  2. FI Kaizens – What is the impact on targets? Show how many were planned and executed.

AM – Production Manager

  1. Highlight the number of improvements.
  2. For AM Step 2, classify SoCs in ABC and prioritize actions.
  3. The prioritization has to follow:
    • First, Spillage
    • Second, Breakdown
    • Third, no contamination on the shop floor
  4. Always show the SoC maps and the number of points.
  5. Understand the cost-effectiveness when eliminating “C” SoCs.
  6. For Level 1 Award, Final Audit:
    • All packaging lines in Step 3
    • Pilot line completing Step 4 – last module
  7. Conduct Step 4 by elements (pneumatics, electricity, sealants etc.)
  8. Two indicators for SoC – Forced Deterioration and Spillage

EM – Site Director

  1. How many breakdown analyses do you have?
  2. Implement recurrence matrix and improve quality
  3. Planned maintenance (as per Line xx query) – How often have PM activities been updated?

TLE – HR Manager

  1. Show the action training plan and progression
  2. Highlight completion percentage
  3. Explain how the training group prepares to eliminate breakdowns due to forced deterioration.
  4. Material to prevent Forced Deterioration –transfer of knowledge from mechanics to operators.
  5. AM Step 3 – 100% line operators to apply root cause analysis for breakdowns (specifically for forced deterioration)
  6. The TLE pillar is responsible for designing the process around training (e.g. Skill Matrix, annual training plan), monitoring the plan compliance, and ensuring the training methods. 

QM – Quality Manager

  1. Analyze 100% of DMRs
  2. The QM Matrix should be implemented in the most advanced areas for the Level 1 Award based on the additional tools implemented to sustain the process (step 3 CIL, PM activities, minute amounts of SoCs).

SHE – Director of H&S

  1. Behaviour-based safety – variation in process to transfer to DuPont.
  2. How do you link behaviour-based safety and SHE Tags?
  3. Implement a process to build ZERO loss time accidents.

EIM – Engineering Manager

  1. Determine a process to classify projects in ABC
  2. Classify all tasks in ABC
  3. Do we have a vertical start-up? Demonstrate vertical start-up
  4. What part of the design process are you using? Use actual case studies.

MS – Logistics Manager

  1. Visualize current opportunities and implement case studies.
  2. How much do you expect to reduce in the Run size? Define a clear KPI and keep tracking.

EIM Process and MP Database – Engineering Manager, Director of Engineering

  1. Establish a clear flow with the DRs’ steps.
  2. Classify projects in ABC.
  3. For A priority projects – follow the entire flow. For B and C projects, skip portions of the flow.
  4. Always follow the EIM process and Ideal Funnel.
  5. Prepare a showcase, a good example – organize a vertical case study.
  6. Define aggressive targets for projects. E.g., eliminate 99% of dropping cases for new robots.
  7. Implement brainstorm sessions to understand and mitigate losses in the projects.
  8. In the showcase, highlight all resources used in the projects.
  9. MPs need more details for material thickness, specs etc.
  10. Identify sources for MPs generation.
  11. Ensure that all MPs are entered in 5 has 3 MP sheets not present in the database.

OEE Loss Tree – Production Manager

  1. I want to see the total number of minor stops: benchmark, evolution by year, monthly progression and target. Show stratification of minor holidays for the monthly advancement and use a separate graph for the stratification for the most recent month.
  2. How much was reduced in terms of minor stops and breakdowns over the years? Show clear information.
  3. For breakdowns, reduce 50% per year.
  4. For minor stops, reduce at least 50% from the benchmark.

FI – Material Loss Tree – Finance Manager

I want to see the material loss tree stratified by area, line, and machine. Restructure the information.

FI, Changeover – Maintenance/Production Hourly

  1. Explain ±15% variation in changeover times based on change.
  2. Why are some operators taking a long time?

FI, Weighing Scale – Production Supervisor, Maintenance Mechanic

  1. Stratify and analyze the different phenomena for Eagle Scale.
  2. Use stratification to show results.
  3. Implement visual demarcation for inspections in the line.

FI, Palletizing Area – Maintenance Supervisor, Production Operators

  1. Excellent job, but I still have problems
  2. Identify the following phenomena and analyze them up to zero.

FI, Raw Material – Production Operator, Planner, Maintenance Supervisor, Maintenance Manager, Maintenance Mechanic

  1. Setup – specific limits (visual demarcation) for worn-out items (brush, scraper and plate).
  2. Stratification – divide amongst machine-related and process-related.

FI, Packaging Material – Area Leader, Production Worker

  1. Estimate % of packagine material left on the core that cannot be saved.
  2. Stratify theoretical % savings

FI, Processing Room – Plant Controller, Processing Supervisor, Production Coordinator, Production Hourly Worker

  1. Who came up with the design idea? The show design process of the cone (3 prototypes)
  2. Remaining losses. What is left over?

SHE, Site’s Risk Assessment – H&S Manager

  1. How many routine tasks do you assess?
  2. What percentage of tasks has been implemented?
  3. Prioritize and implement continuous improvement activities.

SHE, Root Cause Analysis for Accidents – H&S Coordinator

  1. Show definition of accidents and incidents.
  2. Develop a more detailed analysis to identify the root cause.
  3. Identify key learnings from all analyses.

SHE, Recycling Program – Environmental Strategist

Can you stratify the data better, showing those points that can be eliminated? E.g. Food waste can be reduced.

SHE, Do & Don’t OPLs – H&S Manager

  1. SHE should react in a proactive manner.
  2. For some problems, e.g., spillage, we should not only show the prob situation the OPL but analyze the cause of y the problem exists also analyze the cause of y the problem.

MS, OR Loss Tree – Materials Supervisor

  1. How did MS support the plants’ progress?
  2. Can you separate the OR by area? Show the areas accountable for that problem.

MS, Inventory Program and Overage and Obsolescence Material – Procurement Coordinator

Use the methodological approach to conduce continuous improvement in the MS projects.

MS, Cycle Counting – SAP Specialist

Which are the opportunities you have? Identify the main reasons for inaccuracy and perform 5a Why analysis.

5S, Warehouse – Warehouse Supervisor, Shipping Coordinator

  1. I would love to see a list of the unnecessary items in the Red Tag area and analyze why you are throwing them out.
  2. I want to see a specific plan for the r implementation of 5S in your area.
  3. Divide the warehouse into sections and prioritize essential areas based on the n impact of business – allergens and high density.
  4. Do not jump steps. First S is necessary vs unnecessary items.
  5. Highlight activities.

AM, Line X – Production Operator, Maintenance Mechanic (Godfather of the line)

  1. Draw a precise map, prioritize ABC and highlight t number of SoCs, HTA
  2. Follow the process for SoCs: map number of points, describe the SoCs, use ECRS and for the complex issues, use 5Why analysis. Highlight percentage completed.
  3. Try to understand the mechanism of the SoC deeply
  4. Apply ECRS for each mechanism
  5. Line 7 is not a pilot line – it is the faster line.
  6. Require monthly graphs for all daily KPIs.
  7. For the monthly basis, need a benchmark, previous years, monthly progression and target.

AM, Line 5 – Production Operators, Area Leader, Production Coordinator

  1. Require monthly graphs for all daily KPIs.
  2. For the monthly basis, need d benchmark, previous years, monthly progression and target.
  3. Use tab to divide – daily, monthly.
  4. Show number and completion of SoCs and HTAs.
  5. Present the pilot Step 2 process to facilitators upon completion.
  6. For Step 3, define clear criteria and standards for each inspection point.
  7. We still have a spillage on the floor – analyze the mechanism.
  8. Step 2, no contamination on the floor or from critical items

AM, Line Xx – Maintenance Mechanic, Area Leader, Production Operators

  1. More detailed ECRS
  2. How do you evaluate the effectiveness of each countermeasure? Try to understand countermeasure the effect of countermeasure and spillage.
  3. Stratify the KPI better to understand the fact of countermeasure.
  4. Same as Line Xx

AM, Palletizing – Production Operators, Maintenance Supervisor

  1. Implement and-drawn hand-drawn graphs
  2. For the monthly basis, need a benchmark, previous years, monthly progression and target.
  3. Measure after cleaning if there is a decrease in breakdowns/minor stops.
  4. Choose critical areas (by breakdown) to do a deep cleaning and inspections. Highlight the findings in that area through OPLs, F-Tags and breakdown reductions.

AM, Processing Room 5S and AM Step 1 – Processing Lead Hand

Ensure to finish 1 S before proceeding to the next after the audit.

QA and QM Discussion – Quality Director

  1. Technically, we should implement QM Matrix (QM 10 Steps) in the most advanced areas.
  2. In AM Step 3, you need to get less than 1% of quality defects.
  3. FI for quality has to be used since Step 0.

QM, DMR Analysis – QA Manager

Stratify and show progress for different phenomena.

QM, Allergen Program – Quality Supervisor

Who did the Changeover Matrix? Positive feedback!

QM, Consumer Complaints – Senior Quality Coordinator, Quality Manager

Tools for the Root Cause – FMEA. Receive training from Process Excellence.

(Understand and prioritize tools to eliminate quality defects.)

TLE, HR Manager

  1. Implement and show how you are controlling the training program in the factory.
  2. How many trainings were delivered?
  3. How many people received the training?
  4. How do you measure the quality?
  5. % compliance against the plan.
  6. The skill matrix is fundamental. Suggestion: Update according to the AM Steps advancement.

EM, Kaizen Flipping boxes Case Stacker – Maintenance Supervisor, Maintenance Mechanic

Time chart for boxes pop-up (understand and show the positions of the boxes during the movement of the conveyor).

EM, Kaizen Cartoner Jams Line XX – Maintenance Supervisor, Mechanic

  1. Analyze problems for different phenomena.
  2. Why are there no ZERO breakdowns?

EM, Kaizen Case Sorting – Mixing Boxes – Maintenance Supervisor, Palletizing Operator

  1. Good Analysis, but we still have problems
  2. Identify the phenomena remaining and analyze them up to ZERO.

EM, Kaizen De-stacker Jams Line Xx – Maintenance Supervisor

  1. What is the maximum and minimum distance between the 2 cases? Understand how space distance affects the time to index the case.
  2. Why are there no ZERO breakdowns?

EM, Cap-Do Air blast Valves Ln XX-xx – Maintenance Mechanic

  1. Who came up with the idea? Excellent idea!
  2. Keep Treasures

EM, Cap-Do Foil Splicer  – Area Leader

  1. How often do you check the diaphragm and clutch brake?
  2. How often do you update your PM plan?
  3. Why are there no ZERO breakdowns?

EM, Parts Store KPIs – Stores Clerk

  1. Target 99% accuracy in parts store for the end of 20XX.
  2. How are we categorizing parts?
  3. Establish clear actions to improve KPIs.
  4. Define a plan to implement 5S.
  5. Breakdowns low- adjust parts accordingly.
  6. Why are slow movers so high? Understand and establish an action plan.

Final TPM Auditor’s Feedback

  1. The factory should deliver Step 4 in the Pilot Line for April to challenge the Excellence Award year.
  2. TLE and EM have to be strongly linked with AM.
  3. Eliminate forced deterioration for breakdowns.
  4. Understand the mechanism of the problem to eliminate spillage.
  5. Understand and highlight the connections between SoC, forced deterioration, and the breakdown and how each impacts the other.
  6. AM Step 3:
    • Operators analyze forced deterioration.
    • ZERO caused deterioration breakdowns in the pilot line by December 20XX.
  7. Update CIL standards
  8. Step 3 Feedback loop
  9. Draw mechanism of SoC, e.g., flyaway raw material on Line Xx


  1. No ZERO breakdown case study. Emphasize.
  2. Mechanics to apply simple 5Why. Share root cause with the line operators.
  3. Breakdown meetings with AM Teams in Step 3 – use to improve CIL STDs.
  4. Highlight the TBM process. When and how often is it updated?


  1. Highlight BM and target for every KPI.
  2. The general process is good.


  1. Establish DMR Loss Tree
  2. Analyze using simple 5 Whys product on hold – 100%
  3. Show the defects structure.
  4. End of Step 3, Line X QM Matrix


  1. Show Zero Accidents Environment.
  2. Show specific root cause.
  3. Reduce waste for recycling program through Kaizen study.


  1. Show the opportunities you have continuous programs for the primary opportunity options. The next session demonstrates the case study and the improvement.

General Observations

  1. Avoid showing wish lists.
  2. Focus showing case studies with logical flow, clear actions and results.

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