TPM Bronze Award Criteria and Guidelines Oct - 2011 - Rev - 4

TPM Certification
Award System
Criteria and Guidelines for the

Bronze TPM Certification Award
Group Supply Chain TPM

Revision 4 October 2011
Heineken
Contents
1. Introduction 3
2. HMS Absolute Score and TPM Audit Score Criteria 4
3. Killer Criteria 5
4. Guidelines on What a Bronze Brewery looks like -
Driving System 7
Organisation and Change Management 8
Focused Improvement Pillar 12
Planned Maintenance Pillar 14
Autonomous Management Pillar 17
Training and Education Pillar 21
Progressive Quality Pillar 24
Safety Pillar 26
5. Application , Audit and Certification Procedure, schedule 28
Brewery TPM Bronze Certification Award Guidelines Revision 4

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1. Introduction
Introduction
This is a guide is to provide Brewery Management teams that are challenging for the Bronze
TPM Certification Award information on the criteria and practical guidelines on what a
Bronze Brewery looks like The Bronze Certification Award is directly linked to the Heineken
TPM Roadmap and recognises a Brewery progressing from Expansion Phase to
Stabilisation Phase (Sustain and Expand to Brewery Logistics, Brewing and Utilities).
TPM Certification Award and Heineken TPM Roadmap
The Heineken Bronze TPM Certification Award is composed of 3 elements

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2. HMS Absolute Score and TPM Audit Score Criteria
HMS Absolute Score

BCS is used to collect the absolute scores from the different arms of HMS. The minimum
criteria for the Bronze TPM Certification Award is illustrated in the table below. Results are
based on the last 12 months cumulative and should be stable. Required results have to be
achieved at least 6 months before the final audit (available in BCS) and maintained until final
audit.
Manufacturing Star Bronze
Productivity & Cost Leadership 65
Customer Satisfaction 50
Social Responsibility 85
Organisation & People Development 50
Quality 55
TPM Audit Score

The existing GSC TPM Audit Checklists will be used as the main tool for determining the
Audit Score. The Audit Score should be between 75-80% depending on the number of pillars.

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3. TPM Killer Criteria (1)
Killer Criteria for Bronze TPM Certification Award

The Killer Criteria for Driving System, Organisation & Change Management, Shop Floor
Excellence and Pillar Implementation have to be fulfilled. These are measured on a Yes / No
basis and are aimed to set the minimum standard of what has to be in place in order to satisfy
the requirements of the Bronze TPM Certification Award. All the 6 main pillars should have
achieved an average audit score of level B.
Area Killer Criteria Gate Review Yes/No
DS and Org & CM achieved minimum audit level C (78%)

SWOT and action plan to take brewery to next phase
Daily Control System (DCS) as part of MCRS effective all
Driving System Pillars
Organisation & 80% of HMS KPIs is under TPM activity
Change
Management 75 90% of teams achieved results OTIF
Support from Pillars to teams is effective and standardised
75 80% Audit Score (depending on no of Pillars)
Restoration of basic conditions is completed through AM

steps 1, 2, 3 on all packaging & loss driven / critical m/c's in
brewing & utilities. DCS monitoring OTIF incl. CILT
All packaging & loss driven / critical m/c's in brewing &
Shop Floor utilities have TBM / PM programme. DCS monitoring OTIF
Excellence by
5S programme. 5th S in all Packaging Areas, workshops and
restoration of
stores, 3rd S in Brewing, Utilities and Brewery Warehouses
basic conditions
on management Breakdown Analysis System is implemented, managed via
systems, DCS, using RCFA to investigate breakdowns and clearly
process and demonstrating breakdown trends
machines
Minor Stoppages Reduction System is in implemented by
PM Pillar utilising sampling method by Operators and
monitored via DCS
6-8 Zero Losses examples for FI, AM, PM, PQ, T&E, Safety

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3. TPM Killer Criteria (2)
Area Killer Criteria Gate Review Yes/No

Pillar
All Pillars achieved minimum audit level B
Implementation
Collection, reporting and deployment / analysis according to
Safety Pyramid
PPE discipline and (visual) management.

Safety
Management Roll out plan for Operational Risk Reduction (ORR) team
approach in place based on high level risk assessment,
AM/5S designated areas, to proactively improve safety for
physical, operational and behaviour aspects.
Hierarchy of The SC and Pillars are reinforcing the effective use of
Tools problem solving tools according to hierarchy guidelines
3 year vision on Brewery KPIs and organisational
development (personnel at all levels) exists and are
Vision and consistent with OpCo vision and agreed in steering
mission to next committee. Vision is reviewed in line with milestones;
level phases of TPM and new challenges. Description of the
impact of the vision on system, structure & people in
Brewery
The Shop Floor Excellence element of the Killer Criteria is reinforcing restoration of basic
conditions with respect to AM, PM and 5S activities.

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4. What does a Bronze Brewery look like -
Driving System
Introduction
The Driving System sets the priorities derived from the HMS and GTF and examines the
close the loop system (PDCA). Based on the most important KPIs clear loss deployments are
made by the Pillars to loss mode level. Then TPM (e.g. teams / kaizens) and non TPM
activities (e.g. investments) are planned, monitored on a monthly basis and countermeasures
taken when the planned actions are not filling the gaps.
For the Heineken Bronze TPM Certification Award breweries will have to achieve a minimum
audit score of 78% (level C) for the Driving System. The Daily Control System (DCS) is
effective for all Pillars, 80% of HMS KPIs are under TPM activity and 75-90% of teams /
kaizens achieved results OTIF.
1. Concept
Heineken Management Systems are in place and reporting is OTIF.
HMS, GTF and BCS is 100% reported OTIF (quality and quantity).
80% of HMS KPIs is under TPM activity. This means the Pillars are looking after the
Loss Deployment and Team Planning to close the gap.
All savings related to TPM and non TPM activities are measured and reported and
linked to GTF.
2. Process
The Close the Loop System (PDCA) and the Daily Control System is being managed
and is effective to ensure the achievement of targets and to hold the gains respectively.
Target setting is cascaded from GSC to Regions, OpCos, Breweries and
Departments.
There is a clear loss deployment to loss mode level for the most important KPIs. This
supports the vision and potential improvements.
A Project plan to Close the Gaps is in place.
Follow-up of the project plan is done on a quarterly basis with clear countermeasures.
The most important KPIs are monitored on a monthly basis.
The Daily Control System is effective for all Pillars. This means the shop floor
management and daily control of PIs for all processes in the brewery.
3. Results
As a result of the effective Driving System process targets for HMS and GTF are being
achieved OTIF.
In addition to the standard assessment of achievement versus target YTD, 12 months
HMS absolute will also be verified.

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4. What does a Bronze Brewery look like -
Organisation & Change Management (1)
Introduction
Organisation & Change Management is examining the on going adjustment of the brewery
using the TPM methodology and embedding the learning in management systems. This
means that there is involvement at all levels of the organisation from shop floor to
management by active participation in teams, kaizens, RCFAs to drive loss reduction.
Continual training and development of all stakeholders is of utmost importance and
leadership is crucial for a successful implementation.
For the Heineken Bronze TPM Certification Award the brewery will have to achieve a
minimum of 78% (level C) and support from Pillars to teams and kaizens is effective and
standardised.
1. TPM Organisation
Use of TPM tools is becoming routine on a daily basis, aligned and integrated in all
brewery activities, being driven by top management. The Steering Committee is
continually reviewing (PDCA) the progress of the implementation particularly the
barriers to change to take the brewery to the next level.
Vision and mission to next level. 3 year vision has been developed on Brewery KPIs
and organisational development (personnel at all levels) exists and are consistent with
OpCo vision and agreed in steering committee. Vision is reviewed in line with
milestones; phases of TPM and new challenges. Description of the impact of the
vision on system, structure & people in Brewery
There is a Single Agenda Meeting structure; this means TPM is aligned and integrated
in all meetings.
One Master Plan (TPM and non TPM activities) is visual and communicated to all
levels in the plant.
The Daily Control System is effective for all Pillars with clear roles and responsibilities
for the management team and shop floor.
Internal auditing is a key element in driving change and implementing the
management system of TPM as a way of working. The key aspects of auditing are to
ensure that all activities are aligned with the brewery strategy and priority. The speed
of implementation and quality of activities are at the right level and that robust systems
are in place to ensure sustainability. In addition to checking and verification, auditing is
also a form of coaching, consulting and training for the Pillar and line teams. All of the
6 main pillars, driving system, organisation and change management and team Audit
Systems are in place with clear action plans and escalation to the Steering
Committee for high level blockers.
Regular SWOT or CEDAC (Cause and Effect Diagram with the Addition of Cards) is
performed with the steering committee and action plan is in place.
2. Involvement
There is involvement of staff at all levels with active participation in activities such as
teams, kaizens, RCFAs and tagging. All staff are continually being trained and
developed to support them with their new roles and responsibilities.

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4. What does a Bronze Brewery look like
There is regular communication of the TPM programme and the HMS results to all
staff in the plant.
There is a plan in place and executed for the development of Pillar, Team Leaders
and Members and Shop Floor Trainers.
PKEs are being actively used for training, coaching, mentoring and auditing of
teams.
Involvement of all staff is monitored on a monthly basis for participation in teams,
kaizens, RCFAs, DCS, tagging. This is registered in BCS OTIF.
A plan is available for the integration of existing systems i.e. ISO, HACCP, OPLs,
SOPs.
Shopfloor personnel are empowered to perform autonomously improvement actions,
analysing and solving issues that affect workplace standards.
There is a control system in place to assess the effectiveness of peoples activities
at shopfloor level. Team leaders/supervisors continuously define plans to ensure the
close the loop system with regards to subordinates actions.
3. Level of Approach
There is a balanced approach across all pillars to manage resources for loss reduction
activities; for teams, kaizens, RCFAs and the DCS. There is continual horizontal
expansion of good practices inside the brewery and also good practices are being
shared and implemented from other breweries to prevent reinventing the wheel
The brewery is a safe place to work, is clean, tidy and well organised.
Loss reduction activities such as teams, kaizens and RCFAs are fully aligned with
the strategy and priority. Planning of activities is based on the benchmark of 0.4
teams / kaizens per FTE and 5 RCFAs per FTE and the breweries capacity to run
and manage these activities.
Operators and Technicians are initiating the RCFAs and kaizens from the Daily
Control System.
Breweries shall have a system in place that systematically reviews approved good
practices in HeiQ and records the discussion of implementation, including outcome
and follow-up if applicable, is discussed at every SC meetings, proven through its
minutes. The TPM coordinator reviews global audit reports to proactively look for
potential good practices, also to be discussed during SC meetings. The brewery is
also active in uploading examples (minimum 2 per quarter) to the TPM eRoom and
good practices (all identified during GSC Audits) are uploaded to the HEIQ.

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5S
5S is the foundation upon which we lay other improvements. Good communication via clear
and precise area and machine boards should be in place. The importance of order, good
layouts and how clean things appear is secondary to the importance of everyones attitude
toward cleaning and 5S implementation. Within 5S, the two most crucial elements are the
first two, simplify and separate. The success of improvement activities depends upon them.
The brewery needs to have a strategy in place to implement 5S, with hands-on
activities taking place on the shop floor. Conditions need to be as visual as possible. So
that everyone can see how to maintain the proper conditions.
S1, Simplify. Clearly distinguish needed items from unneeded items and eliminate the
latter. The main strategy for implementing this step is the 5S (red) tag strategy. It is a
visual method that makes identifying waste easier.
The brewery shall will have a record of red tags implemented and solved for 5S
purposes.
S2, Separate. Keep needed items in the correct place to allow for easy and immediate
retrieval. All personnel will be able to easily understand how things are kept in the
factory. The signboard strategy is a visual method that helps operations run smoothly
by enabling anyone to understand where things go.
Every brewery shall maintain proper signboard strategies , indicating the kind of
equipment being used and where, what, and how many inventory items are to be
kept. Signboards should only be used for items that are needed for current production
purposes, therefore it needs to be preceded always by the red tag strategy.
S3, Cleaning. Keep the workplace swept and clean. The brewery shall have cleaning
activities integrated into daily operations (CILTs) and maintenance tasks to combine
cleaning checkpoints with maintenance checkpoints.
S4, Standardise cleanup. This is the condition the brewery supports when maintaining
the first 3 Ss. The breweries will have assigned responsibilities for the first 3 Ss,
integrating those duties into regular duties and continuously checking on the 3S
maintenance level.
S5, Sustain. Personnel shall always follow specified (and standardised) procedures,
proven through the execution of weekly 5S audits, recorded by means of checklists and
dividing each department into manageable areas. Audits shall be performed by team
leaders/supervisors along with SC members.
5S is thoroughly promoted within the brewery, with the brewery manager taking an
active role.
5S is completed in packaging, workshops, lubrication and production stores. This
includes a robust audit system which integrated with safety and hygiene.
5S is in progress in the rest of the plant; brewing, utilities and warehouses (3rd step
completed).

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Visual Management
Visual management constitutes an integral part of TPM success. Problems should be made
visible in the workplace. If an abnormality cannot be detected, nobody can manage the
process.
Visual management makes abnormalities visible to all employees managers, supervisors
and workers so that corrective action can begin at once, helping both workers and
supervisors stay in direct contact with the reality of the shopfloor.
The brewery shall make any abnormality based on the 4Ms displayed visually.
Man
A suggestion system for operators is in place.
A display board shows who is trained to do what tasks, and who needs additional
training.
SOPs are displayed throughout the shopfloor.
Machine
There are systems in place, eg poka-yoke, that stop the machine immediately after
something goes wring.
CILTs and Q points are visually displayed in all applicable sections of the
equipment.
Metal housing replaced whenever possible by transparent covers so that the
operator can see when a malfunction occurs inside the machine.
Materials
Storage of materials near or off the equipment area should be indicated in the
machine board.
The storage areas should have fully implemented 5S, including stock levels (re-
order points) and part numbers. Different colours should be used to prevent
mistakes.
Method
Standard worksheets are posted at each workstation. They not only remind the
operator of the right way to do the job, they also enable supervisors and managers
to determine whether the work is being done according to standards.
The standards show sequence of work, cycle time and quality checkpoints. They
also need to define abnormalities and then outline the steps to follow in response.
There is a clear link to DCS. Daily production targets should be visible, displayed
on the machine board alongside the actual figures. This information alerts the
supervisor to take the appropriate corrective measures.

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4. What a Bronze Pillar look like
Focused Improvement Pillar (1)
The FI Pillar contributes to the definition of the improvement strategy through development of
OPI, Volume, Productivity, Cost Model and Gap Analysis. Also the FI Pillar develops the know-
how and supports teams to improve on specific machine losses (set up time reduction) and
labour productivity.
FI is also responsible for the Driving System process, attacking losses and setting the standards
for holding the gains.
1. Loss Deployment
A Loss Deployment system is in place to manage the improvement strategy.
Loss analysis for the most important Brewery KPIs is deployed to loss mode level.
There is a clear link between KPIs and Pillars and a clear plan to close the gaps (TPM
and non TPM activities).
There is a production cost deployment in place with clear priorities.
There is a savings calculation in place.
2. Volume Deployment and Bottleneck Analysis

A Volume Deployment system is in place to manage the bottleneck analysis and set
priorities.
Volume deployment based on demand planning and bottlenecks are used to define
strategy for OPI improvement, stock levels etc.
3. Energy Losses (electricity, fuel, water)

An Energy Loss deployment system is in place to manage the improvement strategy.
FI Pillar is shown to be responsible for energy losses and costs. There is a continuous
improvement of energy and water.
4. Daily Management Systems (DCS) as a fundamental part of MCRS

One DCS standard is in place for all Pillars, monitoring KPIs on a daily basis in order to
minimise deviation and hold the gains for sustainability.
The Daily Control System is defined as one standard using machine/line boards. Daily /
weekly meetings are in place, are effective and follow the PDCA cycle.
Trends with Trigger Points are clearly displayed, for example MTBT, MTBF on
Packaging Lines machines which Operators can clearly explain and are using to further
drive performance and act when Trigger Point are exceeded.
Supports AM activities (OTIF, monitoring of CILT, etc.)
Supports the RCFA activity

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4. What a Bronze Brewery look like
Focused Improvement Pillar (2)
5. Planned DT Changeover (C/O) and Start Up and Shutdown

A Time Loss system is in place to manage the improvement strategy.
Time standards are defined for all changeovers, start up, shut down, CIP and process
times.
Systematic planned down time reduction is in place for critical equipment / processes.
The most critical time standards are monitored using the trigger points in DCS.
6. Organisational losses
An Organisation Loss system is in place to manage the improvement strategy.
There is a clear record of activities (monitoring) carried out by ALL staff when production
is stopped.
A strategy is defined for use of non production time (standards are available for indirect
tasks).
There is evidence of continuous reduction of organisational losses.
7. Labour loss analysis

A Labour Loss system is in place to manage the improvement strategy.
Deployments are made and efficiency improvements are available for 50% of packaging
lines.
8. Overall cost savings

A Cost system is in place to manage the improvement strategy.
There is clear evidence of cost reduction.
9. Drive zero losses

A Zero Loss system is in place to manage the improvement strategy.
It is clear that the FI Pillar with the SC is driving the zero loss culture.
Zero loss culture is visible (6-8 examples per year).

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Planned Maintenance Pillar (1)
The Planned Maintenance Pillar strives for increasing the brewery performance (unplanned
downtime) and effectively reducing maintenance costs. This is done by eliminating breakdowns,
minor stoppages and developing a cost effective planned maintenance system. The PM pillar
also has a key role in developing the skills of the operators to implement first line maintenance
(CILT) so giving more time for the technicians to do real planned maintenance and improve
systems, processes and machines.
1. Organisation
There is a professional maintenance organisation with clear roles and responsibilities with a
balanced approach to loss driven and critical equipment.
There is a Single Agenda for maintenance. This means the PM Pillar and existing
maintenance system (e.g. TBM, planning of overhauls, eradication of problems) are fully
integrated.
The maintenance organisation drives continually Zero Breakdowns, Zero Minor
Stoppages and Reduced Costs (a cost reduction long term plan is in place). Four (4)
examples of zero losses per quarter are required.
There are clearly defined responsibilities for:
Support Autonomous Maintenance, Zero Breakdown Activities, Zero Minor
Stoppages Activities, PM and CBM Systems, 5S in Workshops and Spare Parts
Stores, Cost Management, Information Systems and People Development.
2. Management System in place to drive Breakdown Reduction

There is a System in place for deployments to failure loss mode level.
Breakdown reduction teams/kaizens are deployed (as part of teams/kaizens planned by
Pillar) on key problem machines.
RCFA is a core analysis tool that should be utilised in the first instance to investigate
major and reoccurring breakdowns. Later on more systematic use of RCFA on
breakdowns should be done aiming on smaller and more sporadic breakdowns caused
by not following standards.
It is important that the RCFA clearly identifies the root cause of the breakdown
with respect to the man, machine, material and method. Industry data indicates
that typically 60-80% of breakdowns are man and method related. Therefore the
clustering of root causes to highlight generic skill gaps is vital to make a
significant impact on breakdown reduction.
The systematic breakdown analysis is supported with a (daily) meeting and
criteria for when to perform RCFA..
Number of executed and proven successful RCFAs are monitored.
Daily Control Systems (DCS) RCFAs are fully implemented. The number of
breakdowns / monthly trend, root causes are clearly visible. Follow up, non
reoccurrence, horizontal expansion of solutions and involvement of all members
of the maintenance department is monitored.

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A key element of breakdown reduction is the ongoing development of skill levels

of maintenance technicians, production personnel and electricians. The T&E
pillar assist in developing and implementation of training to close general skill
gaps identified during the systematic breakdown analysis.
3. Management System in place to drive Minor Stoppages Reduction (MTBT)

There is a System in place for deployments to failure loss mode level. Minor stoppage
reduction teams/kaizens deployed (as part of teams/kaizens planned by Pillar) on key
problem machines.
Sampling method on lines used to see the problem and solve with RCFAs / kaizens is
routine. Root causes defined, solutions implemented, follow up, non reoccurrence and
horizontal expansion of solutions are in place.
Daily Control Systems (DCS) RCFAs are fully implemented. Minor stop trend and root
causes are clearly visible on machines which are targeted. Follow up, non reoccurrence,
horizontal expansion of solutions and involvement of all members of the maintenance
department is monitored.
General skill gaps have been identified and delivered to T&E pillar for them to develop
and deliver training to close the gap.
4. People Development - Maintenance personnel

There is a medium and long term vision for people development in the maintenance
department. This is cascaded from the brewery vision and ideal profile for maintenance
personnel developed with the T&E Pillar.
Maintenance Organisation Development plan is in place cascaded from brewery long
term strategy.
Maintenance Manager focuses on the change management aspects of Maintenance.
Training plan for maintenance personnel is continuously being implemented. (Sharing of
maintenance knowledge is in place).
5. Support to Operators (Autonomous Maintenance)

The maintenance department is actively supporting the strategy of AM. Mechanics and
electricians are adopting the role of trainer, coach and auditor for production personnel
to effectively execute CILT standards .
Mechanics and electricians are working with operators to reduce minor stoppages. This
is also providing time for operator training and to make machine improvements.
There is a program in place for the hand-over of tasks from PM to AM. Maintainability
improvements using visual management and poke yoke are used to simply these tasks.
CILT standards are regularly reviewed for ease of maintenance and to drive overall
CILT time reduction.

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Support tag management and reinforce tag analysis as a feedback loop on AM and PM
activities and as a tool to reduce overall CILT time.
Abnormalities (feedback loop).
Sources of dirt and contamination / difficult to access areas (overall reduction of
CILT time).
6. Planned Maintenance (PM) System

There is a well organised maintenance planning for all packaging machines and critical
machines in brewing and utilities to manage the maintenance process.
All equipment for packaging and critical machines in brewing & utilities are covered by
TBM (what when inspection / replacement criteria how and who ).
OTIF is measured and reported. This includes the measure of conformance to
PM/TBM maintenance tasks. (% completed backlog (quantity).
Maintenance system is continuously updated with input from
teams/kaizens/RCFAs.
7. Cost Management
A System is in place to monitor and target all costs; spare parts, direct and indirect labour
which is in line with brewery focus and strategy.
Cost reduction is achieved through sustainable improvements i.e. Improved spare parts
turn-over and stock ratio, contractor management.
8. Condition and organisation of Workshops and Spare Parts Stores

The workshops and spare parts stores are clean, tidy and well organised to impact
maintenance KPIs.
Workshops are well organised (using 5 S) to improve working conditions, also with a
clear link to the impact on Mean Time to Repair (MTTR).
Costs (capital / holding cost of spares) are reduced as a result of improved Spare Parts
management.
9. Information Management
The maintenance information is well documented and organised for reporting purposes
OTIF.
There is a good administration of maintenance information; budget monitoring, manuals,
drawings, RCFA records.

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Autonomous Management Pillar (1)
The AM Pillar involves an important change management process for the people and the
machines. AM develops the system to restore basic conditions, maintain conditions and
then to improve the machines in the brewery. This is done by developing the people and
enabling the production personnel to take care of their machines by creating ownership.
Also AM influences the attitude, values and behaviour of the people to continually enhance
the condition in which they work creating the base and the resources for performance
improvement. Zero loss culture is visible. The AM Pillar also addresses the high level
blockers/obstacles preventing successful AM implementation.
1. Strategy for rollout of AM to achieve basic conditions

Roll out plan for all packaging machines and critical equipment.
Step 1-3 are completed in packaging and critical equipment in brewing and utilities
and the behavioural change of the operator to the technical operator is observed.
There is a Pilot (model) machine owned and managed by the AM Pillar
demonstrating best practices for visual management standards and leading
horizontal expansion to other machines.
2. CILT Standards
The CILT standard is the key vehicle for incorporating all maintenance
improvements from teams, kaizens, RCFAs etc. This is important for
sustainability.
CILT standards are fully implemented where step 3 is completed. There is one
standard for CILT in use in the brewery.
CILT standards are verified by PM in order to avoid mistakes. CILT includes safety
aspects. The countermeasures effectiveness for CILT audits is >90%.
There is ongoing development of CILT standards even after step 3 and there is a
clear link with the output from teams, kaizens for sustainability tasks required.
The AM Pillar team is also actively reducing the overall time required for CILT time
across the brewery site. This is achieved through horizontal expansion of
improvements, on going training and visual management.
3. Physical condition of machines. Auditing OTIF

Packaging machines and other critical machines are clean and are restored to the basic
conditions.
One of the biggest challenges of the AM pillar is to manage the restoration of basic
conditions particularly the level of 5S, cleanliness and hygiene as defined in the
GSC Policies hygiene standard. Therefore it is vital to have a reference machine;
this is known as the model machine (as introduced above). The model machine
therefore sets the STANDARD for 5S, cleanliness & hygiene throughout the entire
brewery site. This is why the AM Pillar has to own and manage the model machine
and allows them to understand what is involved in restoring and maintaining basic
conditions.

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Heineken rules, standards and procedures (basic conditions) for all equipment and
processes must be respected. The most important standards and procedures to be
respected are the HOC quarterly audit (including 5S, AM audits), the equipment
standards and process procedures relating to brewing, utilities and packaging.. The
cleanliness & hygiene audit and reporting is in place, performed regularly and
Available time and resource is also a key factor for restoring basic conditions with
respect to cleanliness & hygiene. Therefore the AM pillar also has to lead activities
in order to make cleaning easier through better tools, improved access, visual
management, removing sources of dirt and contamination etc.
The AM Pillar also has to continue discussion with line teams the best way to
maintain basic conditions with respect to cleaning and hygiene to achieve the same
level as the model machine.
Actual condition of machines are good including cleaning (no leakages, no excess
grease, no broken parts).
4. Tag management
A tag management system with feedback loop (including procedure) is in place OTIF.
Systematic analysis, prioritisation and clustering of tags (by function and type) to
maximise efficiency on all AM teams is routine.
Tag completion is quick, systematic and ; average response < 2 weeks. The
countermeasures effectiveness for tags is >90%.
The improvement tag ratio clearly shows an improvement oriented attitude of the
line workers to improve the condition of the brewery.
Tag analysis provides data for common failure modes for reviewing AM and PM
standards.
5. Operator Development
Together with T&E the AM Pillar and team steps facilitate the changing role of the
operator; from operator to technical operator and owner of the machine. Therefore a
Training and Development plan is in place to enable operators to perform AM team
steps 1-3.
Via the training and practical application of Step 1-3 the operators can clean the
machine effectively (same standard as model machine), make a total clean out, and
identify abnormalities, sources of dirt and difficult to access areas (issue tags).
They also have the ability to make simple machine improvements (answer tags),
create, execute and continually update CILT.
Support machine performance improvement by assisting minor stoppage reduction
(MTBT) via the sampling method (MTBA for brewing) by a systematic approach by
operators. Breakdown reduction by providing what happened information and
assisting in the analysis (RCFAs). Losses due to MAN and method are shared with
the T&E.
AM team leaders are developed from the shop floor to support the roll-out of AM.
Champions are identified and developed for future trainers, pillar members.

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6. Continuous reduction of CILT times

The AM Pillar is overall responsible for the monitoring and reduction of cleaning times
to restore basic conditions.
Overall reduction of CILT times is driven by the Pillar, supported by horizontal
expansion of improvements, introducing new ideas for visual management
(symbols, tools, signs etc).
7. Results coming from AM

Autonomous maintenance will contribute to loss reduction due to lack of basic
conditions and will show increased OPI in bottle, can & keg. It is important that the
AM pillar clearly identifies the improvements to performance that can be realised by
restoring basic conditions (implementing steps 1-3). This is achieved by a good team
briefing and the assignment letter. The roll-out plan defines the overall responsibility
(clustering of machines) and demonstrate the impact of AM activities.
The AM pillar demonstrates overall contribution to loss reduction via deployments,
MTBT, Alarms in brewing, MTBF, defect reduction (if applicable) and ultimately
contribution to OPI.
There is a systematic approach to attack MTBT by operators using the minor stops
sampling approach and RCFA.
AM teams can demonstrate the link between their activities and loss reduction to
address the problems highlighted in their briefing and assignment . For example the
AM Contribution matrix can be used to monitor and record plan versus actual
quantitative losses.
TPM also facilitates the drive for the Zero loss culture. The AM pillar should also
drive this vision by demonstrating examples of zero loss.
8. AM in DCS
The Daily Control System by operators will support the operational aspects of AM by
being the forum ;
Monitoring of CILTs (CILT time), # of breakdowns due to lack of CILT, # of
breakdowns analysed, CILT audits
% Tags removed and tags removed by operators
Daily/weekly overall OTIF trends for MTBF, MTBT, MTBA in brewing (where
applicable) are in place and analysis is ongoing. Q Points OTIF (where applicable)
Trigger points for ongoing investigations from the ongoing and closed
teams/kaizens/RCFAs. Zero losses (6-8 examples)
Machine/Line/Area boards are in place capturing the key information.

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9. AM Team Step Change Auditing

AM team auditing is a key activity in the restoration of basic conditions of the
machines.
The AM Pillar should have nominated auditors, including PKEs, who formally
validate a team progressing from one step to the next. The reference for the step
changes should always be the model machine. The audits also are an opportunity
to check the understanding of the steps, to coach and motivate the teams. Another
important aspect of auditing is understanding the common issues and problems in
restoring basic conditions. These issues should be discussed at the AM Pillar
meeting.

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Training & Education Pillar (1)
The T&E Pillar ensures skill development in accordance with the strategy, priorities and
targets (KPIs) of the brewery. Proactively it has a supporting role to all Pillars and the
responsibility for skill assessment (gap analysis) and development for all functional areas. It
facilitates the behavioural changes in roles (e.g. AM) and leadership development.
Reactively it focuses on loss reduction with the systematic collection of losses due to man
and method from all Pillars.
1. Pillar Team Composition

The Pillar team has to comprise of both HR and Operational personnel.
HR involvement is critical to create a common language in recruitment, job profiles
and the development of people. With respect to the reactive and proactive activities
both HR and Operations disciplines are involved in all activities. However HRs
involvement is biased towards the proactive activities of recruitment, job profiles and
development such as transfer of maintenance/quality tasks and leadership
development. The operational members of the Pillar have a bias to the loss driven
activities which means the monthly systematic collection and analysis of losses due
to mainly man and also method linked to the priorities and KPIs of the brewery.
2. Vision and Organisation Development

The T&E Pillar with the Management Team has created a long term vision on
what the organisation will look like in the future with respect to people
competencies, roles and responsibilities This is the basis for the management
team to align on where they are going and to develop the organisation
accordingly.
3. Training Approach-Organisation of Training

The T&E Pillar has the responsibility to organise training based on the
strategy and priorities of the brewery. Training needs are identified from new product
introductions, new machines, appraisals and organisational changes (e.g. shift changes, in /
out sourcing of maintenance). The Pillar liaises with other pillars to identify and determine
the training requirements. Training is then organised together with the subject matter
experts from other Pillars and monitored in s systematic way.
There is a process in place to collect the training needs and create individual and
team training plans.
All training have a clear link with the brewery strategy and priorities.
Training is organised in a standard way in line with the principles of the competence
gap reduction route.
Expectations after the training are clearly identified prior to training with a follow-up
plan to monitor effectiveness.
An analysis has been done of the existing training approach and an action plan is in
place to improve this.

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4. Training Systems & Skills Management

A Skills Management Measurement standard is used for the improvement strategy.
Skill matrix is available for all staff in packaging including training items (i.e.
professional skills) with a clear assessment system (who, how, and timing).
Ideal job profiles for all levels should be well defined, starting with Operator and Line
Technicians and Leaders for packaging.
There is a clear link with the skill matrix and the job profile for all staff in packaging.
5. Training Infrastructure
The T&E Pillar should build an infrastructure to support the development of
people and the new way of working in TPM. The infrastructure should
include both a training facility and systems such as training material and packages.
There is a training facility (room) used in a practical way to support the ongoing
training and development of not only Operators but also Mechanics and Electricians.
Training packages such as manuals, training aids including machine parts,
simulations jigs, videos, practical exercises are in place to teach operators how to
perform AM steps 1-3; how to clean, lubricate and inspect. Attention is also paid to the
behaviour aspects by coaching and feedback from the Team Leaders.
Shop floor trainers are identified, trained as Trainers and actively carry out shop floor
training. (Operational training / 5S, 5WHY, CILT etc).
A system is in place to manage the horizontal expansion of documentation OPLs and
SOPs.
6. Leadership development and coaching

Leadership from the Brewery Manager and the Pillar Leaders is very important to drive
TPM in order to achieve results against targets in the brewery.
There is leadership development in place for the Department and
Line Managers. Weaknesses and identified and actions in place to
address.
Individual coaching is in place as required to introduce TPM as a
common way of working. For example the Brewery Manager or peer
to peer, for examples from the HR Manager is providing coaching to
Pillar Leaders on areas like leadership, and communication style.
7. New employees
Induction training, including TPM methodology and tools is important to communicate
the TPM way of working in the brewery.
An introduction training package is available for new employees
including TPM as a way of working for new employees.

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8. Loss Driven Activities

The T&E Pillar like the other pillars contributes to loss reduction. The loss reduction
that they are responsible for is related to mainly man and method. Therefore the T&E
Pillar has to work with the other pillars (particularly PM and PQ) to understand man
and method losses. The information that the T&E is focused on should be high level
trend data. For example monthly data showing root cause information from RCFAs
and weak component analysis (WCA) cascaded to man, machine, material and
method. From this data loss driven CGR teams can be deployed to address generic
skill needs (e.g. sensor maintenance).
A process and system is in place for systematic monthly collection of the mainly
man and method losses from both PM and PQ Pillars. One of the main difficulties is
the lack of good root cause failure analyses. Therefore the T&E Pillar has to support
all Pillars in identifying man and method losses. To effectively identify man and
method losses the correct environment is in place, where skill and knowledge gaps,
mistakes, attitude, behaviour, poor procedures and systems can be effectively
discussed , investigated and developed..
9. Zero Losses
Zero Loss system is in place to manage the improvement strategy and support loss
eradication.
Zero loss culture is visible (6-8 examples). This is monitored by operators on the
machine board where applicable.

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Progressive Quality Pillar (1)
The PQ Pillar is to develop and support the zero defect system. The PQ Pillar drives the
brewery into the systematic process of loss eradication. It switches the mindset from product
quality control to process control and then to an efficient conditions management system to
hold the gains.
1. Customer Complaints
Customer Complaints system is in place to manage the improvement strategy.
Customer claims are fully deployed in a systematic way with root cause and 4Ms
defined.
2. Waste Reduction
Waste Reduction (extract & packaging losses) system is in place to manage the
improvement strategy.
80% of waste is fully deployed in a systematic way using the materials balance
methodology and clear priorities are defined.
Improvement teams / kaizens are constantly working on waste reduction in line with
the plant strategy and priorities.
3. Compliance with Heineken rules, standards and procedures from GSC Polices to
restore basic conditions on processes and system.
TPM is aligned with GSC Policies i.e. Rules, Standards & Procedures in the
HEIQ. This is critical for the restoration of basic conditions for the processes and all quality
systems.
There is a systematic (once per quarter) compliance check in line with GSC Policies
requirements and there is an action plan to follow-up on non compliance.
4. Control Plan and Measurement System

Control Plan and Measurement System is in place to management the improvement
strategy.
Quality Control Plan and Measurement System is restored to basic conditions in line
with GSC Policies requirements, well maintained and regularly updated based on
input from teams / kaizens.
5. Transfer of Quality Checks to the Operator

Training and Development Plan, with T&E, is in place to train production
personnel.
There is a REAL programme in place to handover basic quality tasks to Operators.
The PQ and AM Pillars support the hand-over of quality tasks to the operators
through the identification of Q points. It is important that the PQ pillar fully supports
the introduction of Q points. It is recommended that the PQ pillar initially owns the Q
points until AM is ready to take on these..

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Heineken
Progressive Quality Pillar (2)
6. Zero Defects
Zero Loss system is in place to manage the improvement strategy and support loss
eradication.
Zero loss culture is visible (6-8 examples).
7. Daily Control System (DCS) / Driving Single Agenda

Daily Control System is in place to hold the gains for sustainability.
DCS is in place including members from production, maintenance as necessary.
Kaizens / Defect Analysis Sheet / RCFAs are deployed from these meetings (as
the investigation tool) and meetings follow the PDCA approach.
Trigger points for defects coming from the teams/kaizens are monitored by the
operators on a daily basis.

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Safety Pillar (1)
The Safety Pillar is to develop and support the zero accident system. It assures workplace
safety and supports a good working environment for all staff in the brewery. The Safety Pillar
focuses on risk identification, risk assessment and risk reduction to support zero accidents.
Zero Loss culture is visible (3-4 examples per quarter).
1. Promotion
There is continual attention to Safety by awareness campaigns to create a safe working
environment.
Events and promotions have been carried out to increase the visibility of safety in the
plant and the safety awareness for the staff at all levels. This also includes contractors.
Safety is included in the induction programme for new employees and contractors.
2. Involvement
Employees are allowed the opportunity and time to leave the production/process/job task
to participate in the H&S activities, meetings, etc.
Employees and management participate in setting the safety goals. Employee input
should be solicited for development of the brewerys safety goals. Examples include use
of survey results, Safety pillar, and/or committee. Brewery improvement needs should be
included in the safety goals.
3. Tagging
There is Safety tagging system in place and linked to AM to create a safe working
environment at shop floor.
Safety tagging is clearly visible. An overview of the number of safety tags per month is
available. Safety tags are managed in a prompt and efficient manner.
4. Risk Assessment
There is Hazard Identification, Risk Assessment and Risk Reduction workplace system
in place for the improvement strategy.
There is a roll-out plan in place systematically performing machine risk analysis.
5. Reporting and Analysis of Accidents, Incidents and Near Misses

There is a reporting system is in place to manage the improvement strategy.
Near misses, incidents and accidents are reported promptly.
Incidents, accidents and near misses analysis (with 5 why) is in place.
There is an incident, accident and near miss deployment system to 4Ms in place.
Unsafe behaviour is analysed and clear countermeasures for unsafe behaviour is in
place.
The safety pyramid concept is used is collecting and in analysis of safety data

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Safety Pillar (2)
6. Link with other Pillars

There is interaction and collaboration with all other pillars which is critical to reduce the risk
of accidents.
Potential safety issues are included in CILT standards, maintenance inspections, OPLs
and SOPs.
Safety emergency stops and guards are inspected regularly as part of the CILT.
7. Compliance with Legal and Heineken Safety rules, standards and procedures.
TPM is aligned with local legal requirements and GSC Policies in the HEIQ.
There is a systematic compliance check and action plan to follow-up on non compliance.
8. Discipline / Safety Standards / PPE

There is a Discipline system in place for the improvement strategy.
Safety Standards of the brewery with respect to behaviour, wearing of PPE etc are
reinforced.
9. Execution and Integration of audits

There is alignment and integration of audits to ensure the Single Agenda.
Safety Audits should be implemented and a plan in place to fully integrate with hygiene
and 5S audits.
All abnormalities found during the safety audits should be recorded as safety tags.
10. Visual Management

Visual management system in place and linked with AM for sustainability.
Visual Management with respect to machine signage, walkways, PPE, unsafe areas etc.
is in place.
The visual management system is included in the CILT.
11. Safety experts

There is continual training and development of safety experts to support the drive for zero
accidents in the brewery.
Safety experts identified trained and responsible for safety in their areas.
Safety experts are supported by management.

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5. Application , Audit and Certification Procedure (1)
Application
Breweries can apply to progress to the Sustain and Expand to Brewery Logistics, Brewing
and Utilities Phase and for the Heineken TPM Certification Bronze Award at the start of the
year as part of the target setting process. This is agreed with the RSCD and Global TPM
Manager.
The mid year Audit will be a pre-assessment. The Auditor, Brewery Manager and Regional
TPM Manager will review the Certification Criteria to confirm that the brewery is ready to
proceed with the Heineken TPM Certification Bronze Award audit at the end of the year.
Usually during pre-assessment requirements for HMS should be achieved (based on data
in BCS). If not, and there are more than 6 month to the final audit, brewery has to present
plan to achieve and maintain results not later than 6 months to the final audit.
Brewery should perform a gap analysis on criteria of Bronze TPM Certification Award
and prepare action plan to close the gaps.
Additional support and guidance can be determined where applicable.
The end year Audit will assess the 3 elements of HMS absolute score, TPM audit score
and killer criteria. This will be performed by Senior Auditors and the result announced at
the closing meeting.
Audit
The audit should be 70% based on the shop floor auditing and visiting teams and activities.
The Bronze Certification Audit is typically lasting 1.5 2 days and is conducted in the
normal way with Brewery and Pillar overviews and auditing of shop floor teams. The
introduction and presentation should each last approximately 30 minutes including strategy
and priorities linked to Brewery strategy and priorities. Also confirm alignment and cascade
from FI Pillar, Masterplan, highlighting key milestones and steps, strategy into action,
examples of Pillar activity by Pillar step, teams / activities plan. Team/Kaizen planning
strategy versus Brewery strategy, priorities and losses and Brewery team target of
0.4Teams/FTE/Year Teams closed since last audit and planning for next 6 months.
Evidence of activities related to the Bronze Certification criteria must also be presented.
Certification
The Bronze TPM Certification Award will be presented by the GSC Director and Global
TPM Manager at a ceremony.

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Audit Agenda Example Brewery and Pillar Presentations

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Audit Agenda Example Brewery Tour and Shop Floor Team Audits

30

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TPM Certification

Criteria and Guidelines for the

Group Supply Chain TPM

2. HMS Absolute Score and TPM Audit Score Criteria 4

4. Guidelines on What a Bronze Brewery looks like -

Organisation and Change Management 8

Focused Improvement Pillar 12

Planned Maintenance Pillar 14

Autonomous Management Pillar 17

Training and Education Pillar 21

Progressive Quality Pillar 24

5. Application , Audit and Certification Procedure, schedule 28

Brewery TPM Bronze Certification Award Guidelines Revision 4

TPM Certification Award and Heineken TPM Roadmap

The Heineken Bronze TPM Certification Award is composed of 3 elements

Brewery TPM Bronze Certification Award Guidelines Revision 4

HMS Absolute Score

Manufacturing Star Bronze

Productivity & Cost Leadership 65

Organisation & People Development 50

TPM Audit Score

Brewery TPM Bronze Certification Award Guidelines Revision 4

Killer Criteria for Bronze TPM Certification Award

Area Killer Criteria Gate Review Yes/No

DS and Org & CM achieved minimum audit level C (78%)

Support from Pillars to teams is effective and standardised

75 80% Audit Score (depending on no of Pillars)

Restoration of basic conditions is completed through AM

Brewery TPM Bronze Certification Award Guidelines Revision 4

Area Killer Criteria Gate Review Yes/No

PPE discipline and (visual) management.

Brewery TPM Bronze Certification Award Guidelines Revision 4

Brewery TPM Bronze Certification Award Guidelines Revision 4

Brewery TPM Bronze Certification Award Guidelines Revision 4

Brewery TPM Bronze Certification Award Guidelines Revision 4

Brewery TPM Bronze Certification Award Guidelines Revision 4

Brewery TPM Bronze Certification Award Guidelines Revision 4

2. Volume Deployment and Bottleneck Analysis

3. Energy Losses (electricity, fuel, water)

4. Daily Management Systems (DCS) as a fundamental part of MCRS

Brewery TPM Bronze Certification Award Guidelines Revision 4

5. Planned DT Changeover (C/O) and Start Up and Shutdown

7. Labour loss analysis

8. Overall cost savings

9. Drive zero losses

Brewery TPM Bronze Certification Award Guidelines Revision 4

2. Management System in place to drive Breakdown Reduction

Brewery TPM Bronze Certification Award Guidelines Revision 4

A key element of breakdown reduction is the ongoing development of skill levels

3. Management System in place to drive Minor Stoppages Reduction (MTBT)

4. People Development - Maintenance personnel

5. Support to Operators (Autonomous Maintenance)

Brewery TPM Bronze Certification Award Guidelines Revision 4

6. Planned Maintenance (PM) System

8. Condition and organisation of Workshops and Spare Parts Stores

Brewery TPM Bronze Certification Award Guidelines Revision 4

1. Strategy for rollout of AM to achieve basic conditions

3. Physical condition of machines. Auditing OTIF

Brewery TPM Bronze Certification Award Guidelines Revision 4

Brewery TPM Bronze Certification Award Guidelines Revision 4

6. Continuous reduction of CILT times

7. Results coming from AM

Brewery TPM Bronze Certification Award Guidelines Revision 4