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What is Loss Analysis?
See loss as a gap between what a process could produce and what it actually delivered.
- Time, output, quality, and cost
- Why a loss category is a starting point, not a root cause
Loss Analysis · Short video series
See the loss. Find the next move.
A growing series of short videos explaining Loss Analysis, how it connects to TPM, and how a team turns evidence into action.
Series outline
From data to sustained improvement.
Videos are being prepared. Explore the lesson topics below; each video will appear here when published. Start with the introduction, process, and data preparation lessons; the series can expand as new questions arise.
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How the Loss Analysis process works
Follow the journey from an initial conversation to a prioritized set of opportunities.
- Agree the scope, share evidence, and review operating context
- What happens in the working session and findings report
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The TPM pillar connection
Use the loss pattern to decide which team and TPM pillar should lead the response.
- Autonomous and Planned Maintenance
- Focused Improvement, Quality Maintenance, and Education & Training
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What data do you need?
Understand the data well enough to know what the numbers can and cannot say.
- Three to four months of production, downtime, rates, and scrap, where available
- Units, time periods, cost assumptions, and operating context
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What if the data is incomplete?
Start with the evidence you have and make uncertainty visible.
- Missing reason codes, inconsistent units, and changing rates
- Separate known facts, assumptions, and questions to validate
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What will your team receive?
Understand the findings report and how to use it to choose a next step.
- Prioritized losses, business impact, and confidence in the evidence
- Recommendations for investigation, ownership, and verification
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Map the major losses
Turn scattered records into a common view of lost time and output.
- Availability, performance, and quality
- Avoid counting the same loss twice
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Prioritize the opportunity
Compare losses by business impact and practical next step.
- Pareto view and financial assumptions
- Where additional evidence is needed
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Go from symptom to problem
Write a focused problem statement that a plant team can investigate.
- Where, when, and how often the loss occurs
- The difference between a reason code and a cause
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Investigate with the people closest to the work
Test the data story against how the process actually runs.
- Operator and maintenance observations
- Process walk, timeline, and focused questions
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Choose and test a countermeasure
Connect an action to a suspected cause and define what success looks like.
- Small experiments before broad rollout
- Owner, measure, and review date
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Prove the gain and sustain it
Check whether the loss truly changed and build the learning into daily work.
- Before-and-after comparison
- Standards, huddles, and ongoing ownership
Have a loss you want to understand?
See how a focused review can help your team choose where to start.