Factories and warehouses with their own machines.
Stoppages get rarer, and the ones that remain you see coming. Every machine asks for its service on the hours it has actually run, and you place the job between orders, so production does not slip.
Where the rarer stoppages come from.
Services on the hours actually run
A machine that ran 40 hours in a month does not come up for service alongside one that ran 400. The hours come from the activity recorded in the platform or straight off the machine.
Know whether you have the part before you walk over
Before the job starts you see which parts the procedure needs and whether they are in stock. You no longer get to the machine only to find something missing.
The operator reports the fault from the machine
The person at the machine reports the fault from the terminal: what happened, how bad it is and a photo. The report reaches the manager and can become a work order on the spot.
What each machine cost you
Every job has measured time, an assigned person and recorded parts. Out of that comes the cost of maintenance per machine — the figure you use to decide whether to repair it, upgrade it or replace it.
What changes, for each person on the team.
Maintenance manager
With the platform
Has the plan ready for every machine, splits the jobs between people and sees everything that was done.
Technician
With the platform
Scans the machine, gets the steps one by one and confirms from the terminal what was done.
Production director
With the platform
Sees the services in good time and places them between orders.
Purchasing
With the platform
Gets the list of parts that will have to be bought and has time to negotiate.
Quality and compliance
With the platform
Pulls the full history any time, with the proof from every step.
| Role | With the platform |
|---|---|
| Maintenance manager | Has the plan ready for every machine, splits the jobs between people and sees everything that was done. |
| Technician | Scans the machine, gets the steps one by one and confirms from the terminal what was done. |
| Production director | Sees the services in good time and places them between orders. |
| Purchasing | Gets the list of parts that will have to be bought and has time to negotiate. |
| Quality and compliance | Pulls the full history any time, with the proof from every step. |
Stoppages go into the plan, not into the emergency queue.
In a factory, prediction turns the list of services into a calendar that takes the orders on the floor into account.
The window in which you can stop
The model tells you the interval in which the job has to be done, and the planner places it between orders, when stopping costs least.
Whatever stops the whole line goes to the top
Machines that stop an entire line or an order with a firm deadline move to the top of the list on their own.
Parts bought in good time
You see in good time which parts the estimated jobs will need, so you no longer buy at the last minute at emergency prices.
Calculate what your current situation costs.
Each of the three situations has its own calculator, with the assumptions in plain sight and open to change. At the end you see how much you lose in a year, what the platform costs in each of the three payment models, and how long it takes to pay for itself.