Performance Improvement Tools

We bring to your organization a suite of rigorous, practical Performance Improvement Tools that bring teams together to ensure execution and results where it matters, at the front line. Developed while working with leading organizations around the globe, these tools reflect best practices in problem solving, team involvement and results optimization.

TMP chart

One such tool is Theoretical Maximum Performance, or TMP. This is a results-driven planning tool focused on one thing — perfection. It’s what is possible if everything goes right; the result if there were no delays, no mistakes, and no problems. It is a process for engaging front line crews and contractors to determine the best way to execute a plan.      

TMP was created by RLG as a way to help oil and gas clients dramatically improve their operating performance. Launched in the North Sea in the early 1990s, TMP has become a proven implementation tool in industries ranging from aerospace to mining to construction.

TMP Deliverables

The TMP process is unlike most improvement models. It has been designed and modified over the years to capitalize on front line engagement and leadership follow up with a focus on results.

Results: The goal of every TMP implementation is to improve performance; not incrementally, but substantially. Take a look at the magnitude of improvement these organizations experienced:






South Carolina, US


Fuselage assembly


California, US

Crude refining

Major turnaround


Alabama, US

Wood products

Routine maintenance


North Sea, UK

Oil and gas

Rig moves


Ryazan, Russia

Oil and gas

Major turnaround


Calgary, Canada

Oil and gas

Compressor assembly


Vancouver, Canada


Boat assembly


For each of these, the success served as a further reinforcement for all the stakeholders. The pride and satisfaction of working with a team to deliver a great project is often the greatest determinant of ongoing success and sustainment.

“A lot of the improvements that we made in the TMP sessions were things the front line, that is ‘the process personnel,’ have been talking about to one another for months, possibly years. They were really happy to be involved and took real ownership after!”

Process Leader, Forest Products Industry