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QUESTION 1
You are part of the maintenance improvement committee in your organisation. Recently, recurring equipment faults have been affecting productivity and service delivery. Management has decided to implement a Total Productive Maintenance (TPM) approach, focusing on creating standards and preparing for Autonomous Maintenance (AM).
As part of this initiative, both AM and Preventive Maintenance (PM) teams need to define responsibilities, create F-tag embedding spreadsheets, and establish safe and effective task transfer procedures. Your role is to contribute to this process by integrating your knowledge of TPM principles with your organisation’s current practices.
- Identify and arrange the key steps for transferring complex maintenance tasks from PM teams to AM teams in your organisation. Explain how these steps can be adapted to your industry’s specific safety and operational requirements.
- Organise and relate an example from your workplace where recurring faults could be categorised into white and red F-tags. How would you integrate AM and PM team roles to ensure these faults are addressed effectively?
- Formulate a practical improvement plan to modify or create standards for cleaning, inspection, and fault classification in your organisation’s equipment or processes. Explain how your plan accommodates team capability, reduces downtime, and supports long-term
QUESTION 2
You are appointed as a Maintenance Improvement Officer in a medium-to-large organisation that operates critical equipment across multiple sites. A recent internal audit reveals the following issues:
- Partial failures are often left unattended, resulting in frequent total
- Equipment is not being maintained at its basic condition, leading to reduced performance and increased defects.
- OEE (Overall Equipment Effectiveness) scores have fallen below industry benchmarks, with availability, performance, and quality all affected.
Management has tasked you with leading a project to restore equipment to its basic condition, eliminate the six major losses, and set a “Best of the Best” OEE goal. Your recommendations must be practical, measurable, and applicable to your own organisation or an organisation you are familiar with.
- Identify the possible root causes of unattended partial failures in your organisation and explain how they contribute to total Provide specific examples based on your work environment.
- Formulate a step-by-step methodology to restore critical equipment to its basic condition, integrating TPM principles. Justify each step with reference to organisational needs and
- Prepare a calculation of OEE for one piece of equipment in your organisation (or a realistic example), clearly showing how availability, performance rate, and quality rate are Interpret the results and compare them to world-class benchmarks.
- Integrate the OEE findings into a sustainable improvement plan that addresses the six major losses. Synthesise strategies from TPM, condition-based maintenance, or predictive maintenance to achieve continuous improvement.
ATTACHMENT
EBPM4103 TOTAL PRODUCTIVE MAINTENANCE /SEPTEMBER 2025
QUESTION 1
| *QN/
*NS |
CLO |
Criteria/ Kriteria | Weight/ Pemberat | Excellent/
Cemerlang |
Good/
Baik |
Fair/
Sederhana |
Poor/
Lemah |
Unsatisfactory/
Tidak memuaskan |
Max Marks |
| 4 | 3 | 2 | 1 | 0 | |||||
|
1(a) |
2 |
Identify and arrange the key steps for transferring complex maintenance tasks from PM teams to AM teams in your organisation. Explain how these steps can be adapted to your industry’s specific safety and operational requirements. |
1.5 |
Clearly identifies all key steps for task transfer; logically arranged; fully adapted to industry- specific safety and operational requirements with clear and relevant
justifications. |
Identifies most key steps; arrangement mostly logical; addresses safety and operational requirements with adequate justifications. |
Identifies some steps but omits important ones; arrangement partially logical; limited consideration of safety/operational requirements. |
Identifies few steps; arrangement unclear; minimal mention of safety or operational factors. |
No relevant steps identified; arrangement missing; no consideration of safety or operational needs. |
6 |
| Kenal pasti dan susun langkah-langkah utama untuk memindahkan tugas penyelenggaraan kompleks daripada pasukan PM kepada pasukan AM di organisasi anda. Terangkan bagaimana langkah-langkah ini boleh disesuaikan dengan keperluan keselamatan dan operasi khusus industri anda. | Jelas mengenal pasti semua langkah utama pemindahan tugas; susunan logik sepenuhnya; disesuaikan sepenuhnya dengan keperluan keselamatan dan operasi industri tertentu; penerangan jelas dengan justifikasi yang
relevan. |
Mengenal pasti kebanyakan langkah utama; susunan kebanyakannya logik; memenuhi keperluan keselamatan dan operasi dengan justifikasi yang mencukupi. |
Mengenal pasti beberapa langkah tetapi mengabaikan yang penting; susunan separa logik; pertimbangan keselamatan/operasi adalah terhad. |
Mengenal pasti sedikit langkah; susunan tidak jelas; sedikit atau tiada sebutan tentang faktor keselamatan atau operasi. |
Tiada langkah relevan dikenal pasti; susunan tiada; tiada pertimbangan keselamatan atau keperluan operasi. |
||||
|
1(b) |
2 |
Organise and relate an example from your workplace where recurring faults could be categorised into white and red F-tags.
How would you integrate AM and PM team roles to ensure these faults are addressed effectively? |
2.0 |
Provides clear, relevant workplace example with correct classification into white/red F-tags; fully integrates AM & PM roles with a logical
plan to address faults; |
Provides good example with mostly correct F-tag classification; integrates AM & PM roles with a workable plan; reasonable | Provides example with partially correct F-tag classification; limited integration of AM & PM roles; some TPM application. |
Example unclear or unrelated; incorrect F-tag classification; minimal integration of AM & PM roles. |
No example provided; no classification; no integration of roles. |
8 |
| strong link to TPM
principles. |
application of TPM
principles. |
||||||||
| Susun dan kaitkan satu contoh daripada tempat kerja anda di mana kerosakan berulang boleh dikategorikan kepada F-tag putih dan merah. Bagaimanakah anda akan mengintegrasikan peranan pasukan AM dan PM untuk memastikan kerosakan ini dapat ditangani dengan berkesan? | Menyediakan contoh tempat kerja yang jelas dan relevan dengan pengelasan F- tag putih/merah yang betul; mengintegrasikan peranan AM & PM dengan pelan logik untuk menangani kerosakan; mengaitkan dengan
kukuh prinsip TPM. |
Menyediakan contoh yang baik dengan pengelasan F-tag yang kebanyakannya betul; mengintegrasikan peranan AM & PM dengan pelan yang boleh dilaksanakan; mengaplikasikan prinsip TPM secara munasabah. |
Menyediakan contoh dengan pengelasan F- tag yang sebahagiannya betul; integrasi peranan AM & PM adalah terhad; aplikasi prinsip TPM adalah sedikit. |
Contoh tidak jelas atau tidak berkaitan; pengelasan F-tag salah; integrasi peranan AM & PM adalah minimum; aplikasi TPM lemah. |
Tiada contoh diberikan; tiada pengelasan; tiada integrasi peranan AM & PM; tiada aplikasi prinsip TPM. |
||||
|
1(c) |
2 |
Formulate a practical improvement plan to modify or create standards for cleaning, inspection, and fault
classification in your organisation’s equipment or processes. Explain how your plan accommodates team capability, reduces downtime, and supports long- term reliability. |
1.5 |
Develops comprehensive, realistic improvement plan for cleaning, inspection, and fault classification; accommodates team capability; clearly explains downtime reduction and long- term reliability
benefits. |
Develops good plan covering most aspects; considers team capability; explains some downtime/reliability benefits. |
Develops basic plan with partial coverage; limited consideration of team capability; benefits vaguely mentioned. |
Plan incomplete; minimal consideration of team capability or downtime/reliability . |
No plan provided; irrelevant or off- topic content. |
6 |
| Rangka satu pelan penambahbaikan praktikal untuk mengubah suai atau mewujudkan piawaian bagi pembersihan, pemeriksaan, dan pengelasan kerosakan dalam peralatan atau proses organisasi anda. Terangkan bagaimana pelan anda mengambil kira keupayaan pasukan, mengurangkan masa henti operasi, dan menyokong kebolehpercayaan jangka panjang. | Membangunkan pelan penambahbaikan yang menyeluruh dan realistik untuk pembersihan, pemeriksaan, dan pengelasan kerosakan; mengambil kira sepenuhnya keupayaan pasukan;
menerangkan dengan |
Membangunkan pelan yang baik meliputi kebanyakan aspek; mengambil kira keupayaan pasukan; menerangkan sebahagian manfaat berkaitan pengurangan masa henti operasi/kebolehperca
yaan. |
Membangunkan pelan asas dengan liputan sebahagian; pertimbangan terhadap keupayaan pasukan adalah terhad; manfaat berkaitan masa henti operasi/kebolehperca yaan disebut secara umum. |
Pelan tidak lengkap; pertimbangan minimum terhadap keupayaan pasukan atau manfaat pengurangan masa henti operasi/kebolehperc ayaan. |
Tiada pelan dikemukakan; kandungan tidak relevan atau di luar topik. |
| jelas manfaat pengurangan masa henti operasi dan kebolehpercayaan
jangka panjang. |
|||||||||
| Total | 5.0 | 20 | |||||||
QUESTION 2
| *QN/
*NS |
CLO |
Criteria/ Kriteria | Weight/ Pemberat | Excellent/
Cemerlang |
Good/
Baik |
Fair/
Sederhana |
Poor/
Lemah |
Unsatisfactory/
Tidak memuaskan |
Max Marks |
| 4 | 3 | 2 | 1 | 0 | |||||
|
2(a) |
3 |
Identify the possible root causes of unattended partial failures in your organisation and explain how they contribute to total failures. Provide specific examples based on your work environment. |
1.75 |
Clearly identifies multiple relevant root causes with precise linkage to total failures; examples are specific, realistic, and directly connected to own/selected organisation; explanation is logical, complete, and
insightful. |
Identifies several relevant root causes with mostly accurate linkage to failures; examples are realistic with minor gaps in clarity; explanation is clear but not fully comprehensive. |
Identifies some relevant root causes with limited linkage to failures; examples provided are basic or partially relevant; explanation lacks depth. |
Identifies few relevant causes with weak linkage; examples are vague or generic; explanation is unclear or incomplete. |
Fails to identify valid causes or provide explanation; no relevant examples. |
7 |
| Kenal pasti kemungkinan punca utama kegagalan separa yang tidak diuruskan di organisasi anda dan jelaskan bagaimana ia menyumbang kepada kerosakan total. Berikan contoh khusus berdasarkan persekitaran kerja anda. | Mengenal pasti pelbagai punca kerosakan yang relevan dengan pautan yang tepat kepada kerosakan total; contoh adalah spesifik, realistik, dan berkaitan secara langsung dengan organisasi sendiri/dipilih; penjelasan adalah logik, lengkap, dan
bernas. |
Mengenal pasti beberapa punca kerosakan yang relevan dengan pautan yang kebanyakannya tepat kepada kerosakan total; contoh adalah realistik dengan jurang kecil dalam kejelasan; penjelasan adalah jelas tetapi tidak sepenuhnya menyeluruh. |
Mengenal pasti beberapa punca kerosakan yang relevan dengan pautan terhad kepada kerosakan total; contoh yang diberikan adalah asas atau sebahagiannya relevan; penjelasan kurang mendalam. |
Mengenal pasti sedikit punca kerosakan dengan pautan yang lemah; contoh yang diberikan kabur atau umum; penjelasan tidak jelas atau tidak lengkap. |
Gagal mengenal pasti punca kerosakan yang sah atau tidak memberikan penjelasan; tiada contoh relevan dikemukakan. |
||||
|
2(b) |
3 |
Formulate a step-by-step methodology to restore critical equipment to its basic condition, integrating TPM principles.
Justify each step with reference to organisational needs and resources. |
2.0 |
Provides a clear, logical, and well- sequenced step-by- step methodology integrating TPM principles; each step
is justified with strong |
Provides mostly clear methodology with logical sequence; integrates TPM principles adequately; most steps are | Provides a basic methodology with partial sequence clarity; some integration of TPM principles; limited
justification for steps. |
Provides incomplete or poorly sequenced methodology; minimal link to TPM principles; justification is weak | No coherent methodology; no link to TPM principles; no justification provided. |
8 |
| reasoning tied to organisational needs and resources; includes measurable
outcomes. |
justified with relevant reasoning. | or missing for most steps. | |||||||
| Rangka metodologi langkah demi langkah untuk memulihkan peralatan kritikal kepada keadaan asasnya dengan mengintegrasikan prinsip TPM. Justifikasikan setiap langkah dengan merujuk kepada keperluan dan sumber organisasi. | Menyediakan metodologi yang jelas, logik, dan tersusun langkah demi langkah yang mengintegrasikan prinsip TPM; setiap langkah dijustifikasikan dengan alasan kukuh yang dikaitkan dengan keperluan dan sumber organisasi; merangkumi hasil
yang boleh diukur. |
Menyediakan metodologi yang kebanyakannya jelas dengan susunan logik; mengintegrasikan prinsip TPM dengan memadai; kebanyakan langkah dijustifikasikan dengan alasan yang relevan. |
Menyediakan metodologi asas dengan kejelasan susunan yang sebahagian; sedikit pengintegrasian prinsip TPM; justifikasi untuk langkah-langkah adalah terhad. |
Menyediakan metodologi yang tidak lengkap atau susunan yang lemah; pengintegrasian prinsip TPM adalah minimum; justifikasi untuk kebanyakan langkah adalah lemah atau tiada. |
Tiada metodologi yang koheren; tiada kaitan dengan prinsip TPM; tiada justifikasi diberikan. |
||||
|
2(c) |
3 |
Prepare a calculation of OEE for one piece of equipment in your organisation (or a realistic example), clearly showing how availability, performance rate, and quality rate are derived. Interpret the results and compare them to world-class benchmarks. |
2.0 |
Accurately calculates OEE with all components (availability, performance, quality) clearly shown; results are correct, well- presented, and benchmark comparison is precise; interpretation is thorough and
insightful. |
Accurately calculates OEE with minor errors in components or presentation; benchmark comparison is correct; interpretation is clear but could be more detailed. |
Provides OEE calculation with some errors; components partially shown; benchmark comparison is basic; interpretation lacks depth. |
Inaccurate OEE calculation with significant errors; components unclear or missing; weak or flawed benchmark comparison; interpretation is superficial. |
No calculation or calculation completely incorrect; no interpretation provided. |
8 |
| Sediakan pengiraan OEE bagi satu peralatan di organisasi anda (atau contoh yang realistik), dengan menunjukkan dengan jelas bagaimana kadar
ketersediaan, prestasi, dan kualiti |
Mengira OEE dengan tepat bagi semua komponen (ketersediaan,
prestasi, kualiti); hasil |
Mengira OEE dengan betul dengan kesilapan kecil dalam komponen atau
persembahan; |
Menyediakan pengiraan OEE dengan beberapa kesilapan; komponen
ditunjukkan secara |
Pengiraan OEE tidak tepat dengan kesilapan ketara; komponen tidak
jelas atau tidak |
Tiada pengiraan atau pengiraan salah sepenuhnya; tiada tafsiran
diberikan. |
| diperoleh. Tafsir keputusan tersebut dan bandingkan dengan penanda aras bertaraf dunia. | jelas, disusun dengan baik, persembahan kemas, dan perbandingan penanda aras tepat; tafsiran menyeluruh
dan bernas. |
perbandingan penanda aras betul; tafsiran jelas tetapi boleh diperincikan lagi. | asas; perbandingan penanda aras asas; tafsiran kurang mendalam. | lengkap; perbandingan penanda aras lemah atau tiada; tafsiran cetek. | |||||
|
2(d) |
3 |
Integrate the OEE findings into a sustainable improvement plan that addresses the six major losses. Synthesise strategies from TPM, condition-based maintenance, or predictive maintenance to achieve continuous improvement. |
1.75 |
Develops a well- structured, realistic, and sustainable improvement plan addressing six major losses; integrates OEE findings with advanced strategies from TPM and other methodologies; actions are measurable and
achievable. |
Develops a solid improvement plan with good integration of OEE findings; addresses most major losses; strategies are relevant but lack some detail. |
Provides a basic plan with partial integration of OEE findings; addresses some major losses; strategies are general and lack practical detail. |
Provides incomplete plan with minimal integration of OEE findings; addresses few losses; strategies are vague or impractical. |
No improvement plan or no integration of OEE findings; irrelevant or missing strategies. |
7 |
| Integrasikan penemuan OEE ke dalam pelan penambahbaikan berterusan yang menangani enam kerugian utama. Sintesis strategi daripada TPM, penyelenggaraan berasaskan keadaan, atau penyelenggaraan ramalan untuk mencapai penambahbaikan berterusan. | Membangunkan pelan penambahbaikan yang berstruktur, realistik, dan lestari untuk menangani enam kerugian utama; mengintegrasikan penemuan OEE dengan strategi lanjutan daripada TPM dan metodologi lain; tindakan boleh diukur dan boleh
dilaksanakan. |
Membangunkan pelan penambahbaikan kukuh dengan pengintegrasian yang baik terhadap penemuan OEE; menangani kebanyakan kerugian utama; strategi relevan tetapi kurang perincian. |
Menyediakan pelan asas dengan pengintegrasian separa terhadap penemuan OEE; menangani sebahagian kerugian utama; strategi bersifat umum dan kurang perincian praktikal. |
Menyediakan pelan tidak lengkap dengan pengintegrasian minimum terhadap penemuan OEE; menangani sedikit kerugian; strategi kabur atau tidak praktikal. |
Tiada pelan penambahbaikan atau tiada pengintegrasian penemuan OEE; strategi tidak relevan atau tiada langsung. |
||||
| Total | 7.5 | 30 | |||||||
Marks for the online forum discussion will be given based on the following rubric:
Markah bagi perbincangan dalam talian akan diberi berdasarkan rubrik berikut:
QUESTION 3
| Rubric for Question 3 (CLO 3) | |||||||||
|
QN NS |
CLO |
Criteria/ Kriteria |
Weight/ Pemberat |
Excellent/
Cemerlang |
Good/
Baik |
Fair/
Sederhana |
Poor/
Lemah |
Unsatisfactory/
Tidak memuaskan |
Max marks |
| 4 | 3 | 2 | 1 | 0 | |||||
|
3 |
3 |
Quality of Postings |
2.5 |
All five comments are good, appropriate, relevant, meaningful, and respectful. Postings reflect active participation within assignment timeline. |
Four of the comments are good, appropriate, relevant, meaningful, and respectful.
Postings reflect participation within assignment timeline. |
Two or three of the comments are somewhat good, appropriate, meaningful and respectful.
Postings show relatively short participation time. |
One post submitted. OR All posts done in one day.
OR None of the comments are good and relevant. OR Comments are short responses that are not substantial nor meaningful. Minimum effort (e.g. “I agree with Tina”) |
Postings done past assignment timeline. OR No postings given as proof of participation in discussion |
10 |
|
Kualiti Postings |
Kelima-lima komen baik, sesuai, relevan, bermakna dan berhemah. Postings mencerminkan penyertaan aktif sepanjang tempoh tugasan. |
Empat komen baik, sesuai, relevan, bermakna dan berhemah. Postings mencerminkan penyertaan sepanjang tempoh tugasan. |
Dua atau tiga komen baik, sesuai, relevan,bermakna dan berhemah
Postings menunjukkan penyertaan dalam jangakamasa yang singkat. |
Satu penghantaran
ATAU Semua penghantaran dibuat dalam satu hari. ATAU Tiada komen yang baik dan relevan. ATAU Komen hanya respon yang ringkas dan tidak meluas dan tidak bermakna.Usaha minimum (Cth: “Saya bersetuju dengan Tina”) |
Postings melepasi tempoh tugasan. ATAU Tiada Postings diberi sebagai bukti penyertaan dalam perbincangan |
||||
| Total | 2.5 | 10 | |||||||
