Maintenance · Inventory & Manufacturing
The frame press stops at 09:41. Whoever is at it scans the code on the machine, or opens the equipment on the phone, takes a photo and says what it does. The request already knows the machine, the hall, the work centre and the manufacturing order running on it, so the maintenance team gets something it can plan rather than a message in a group chat. Fifteen minutes later the same phone, in Karim's pocket, shows the work order, the checklist and the part booked for it. Nothing on the floor needs a terminal: the phone in the pocket is the request form and the technician's work order, and the checklist is ticked where the machine is.
A machine, a van, a pump, a client's installation. Each carries its work centre or its site, its serial number, its counter, its plan, its parts and everything ever done to it.
A machine, a van, a pump, a client's installation. Each carries its work centre or its site, its serial number, its counter, its plan, its parts and everything ever done to it.
What counts as equipment, what triggers a service and who does the work are yours to set.
A hydraulic service, a lens change, a statutory inspection: each has its own list, and the technician sees the right one on the work order.
A part reserved for a work order is reserved on the company's stock line, and the reorder point raises the purchase order to the supplier.
The work order goes out as a purchase order, and the contractor's invoice lands on the equipment's cost like any other line.
Hours lost per machine and for the whole floor, this year against last, read from the stops nobody had to re-enter.
What adapts: what counts as equipment, what its counter counts, where a request comes from, who does the work (a technician, a caretaker, a contractor), what a stop delays, and where the cost lands. Two businesses can run Maintenance and answer every one of those differently.
Equipment is a machine on a work centre. The counter is hours run, read from the operations on the manufacturing orders. A request comes from the operator's phone or from the operation itself. A stop delays the manufacturing order and moves its date. Parts come off the workshop's stock, and the cost lands on the machine and on its cost centre.
Equipment is a cabin, a pool pump, a rental bike. The plan is by date for the pumps, at each checkout for the cabins, by kilometres typed at return for the bikes. A guest reports the broken shower from the code on the cabin door. A cabin under repair is blocked in Rental for those nights, and the work is done by the caretaker or by a plumber whose invoice lands on the cabin.
A preventive plan is a rule you can read: when this counter passes this value, or this date comes round, create the work order, reserve its parts, book the technician and block the equipment. The counter is not typed in by the maintenance team. It comes from the operations on the manufacturing orders for a machine, from the odometer for a van, from the calendar for anything that is checked by date, and from a sensor where there is one ⟨to confirm⟩. The rule is yours to change: the margin before the threshold, who is booked, whether the equipment is blocked or only flagged, and what happens when the part is not in stock.
The frame press's counter climbs with every operation logged on it, and at 6,470 hours the work order for 6,500 exists, with its parts and its slot.
The van's odometer, read from the fleet, plans its service at 92,000 kilometres and blocks the van that morning.
The six-monthly check, the annual boiler service, the periodic inspection the law asks for, each with its certificate on the record ⟨to confirm⟩.
What counts as equipment, what triggers a service and who does the work are yours to set.
The maintenance tool's asset, the factory's machine, the fleet's van and the contract's installation are usually four records in four systems. Here they are one, and the four records in other modules point at it: the work centre whose order it delayed, the stock line its filter came off, the planning slot its technician holds, the purchase order for the part that was missing.
The equipment is the work centre's machine. A stop is a delay on the order running on it, a planned service blocks the work centre for those hours, and the operator files the request from the operation.
The vehicle is equipment with an odometer. Its service is a work order planned by kilometres, and the van is blocked on the planning for the morning it is in the workshop.
The unit under contract at the client's site is equipment too. Its plan creates the visits, its history is what the technician reads on the way, and the parts come off the van.
A counter or a vibration reading pushed from the machine writes the reading the plan watches, so nobody types it ⟨to confirm⟩.
One equipment record
The maintenance tool's asset, the factory's machine, the fleet's van and the contract's installation are usually four records in four systems. Here they are one, and the four records in other modules point at it: the work centre whose order it delayed, the stock line its filter came off, the planning slot its technician holds, the purchase order for the part that was missing.
Every request and work order in flight: new, planned, in progress, done. The two that still need a technician, the one that has a line stopped behind it, the part that runs out next week, and the plans due this month.
A preventive plan by date, hours run or kilometres
A request from the floor, with a photo
Parts off the company's stock, reordered from the same article
A stop as a delay on the manufacturing order
The van and the client's installation as equipment
The technician on the planning everyone reads
Time to live
| What you need | A spreadsheet | A maintenance tool | A suite module | Enobase |
|---|---|---|---|---|
| A preventive plan by date, hours run or kilometres | By date only | Yes | Yes | Yes, and the counter reads itself from the order or the odometer |
| A request from the floor, with a photo | By email | Yes | Sometimes | Yes, from the phone, the equipment recognised |
| Parts off the company's stock, reordered from the same article | Typed | Its own count, its own order | Yes, in their inventory | Yes, the stock line purchasing reorders from |
| A stop as a delay on the manufacturing order | No | A metric on the asset | Rarely | Yes, the order's date moves |
| The van and the client's installation as equipment | No | No | Rarely | Yes, the same record in Fleet and in Field Service |
| The technician on the planning everyone reads | No | Its own calendar | Sometimes | Yes, beside the interventions and the shifts |
| Time to live | A day | A week | Months | One week |
Yes. On its own it is the equipment, its plans, its requests and its work orders. Turn Inventory on and the parts come off your stock; turn Manufacturing on and a stop becomes a delay on the order running on that machine.
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