Get the day back
Most teams are not short of technicians as often as they are short of technician hours. Travel, hunting for parts and writing the same job up twice all come out of the same eight hours as the actual work.
Where an eight-hour shift goes
Averaged48%
on the tools
On the tools3h 52m48%
The only part that fixes anything.
Travel between sites1h 36m20%
Falls when jobs are grouped by building rather than by who shouted loudest.
Finding parts or information1h 14m15%
Walking to the store to find an empty bin. Ringing someone for the asset history.
Paperwork1h 18m16%
Written on a job sheet at the asset, typed up again at the desk.
Nobody is short of technicians as often as they are short of technician hours.
Never write it twice
The checklist is the job sheet. It is filled in at the asset and never retyped at a desk afterwards.
Fewer second visits
The right parts and the right information travel with the job, so one trip finishes it.
Estimates that hold
Actual durations from your own closed jobs, so the plan stops being built on numbers nobody checks.
Estimated against actual
When a job type is always over its estimate, the estimate is wrong — not the technician.
- Real durations recorded as the work happens
- Compared against the estimate, by job type
- A wide spread usually means one job type is really several
Estimated vs actual
By job typeFilter change
40 minestimate 45 min · 22 jobs
Well understood. The estimate holds.
Belt replacement
95 minestimate 60 min · 14 jobs
Consistently over. The estimate, not the technician, is wrong.
Weekly panel test
18 minestimate 20 min · 48 jobs
Routine and predictable.
Leak investigation
165 minestimate 90 min · 7 jobs
Wide spread — the job is really several different jobs.
A plan built on estimates nobody checks is a plan that is always late.
Why anyone goes twice
A second visit costs the travel, the setup and the goodwill, and fixes nothing the first visit could not have.
- Suggested parts and reserved stock before the van leaves
- Access notes on the asset instead of in somebody’s head
- Photos from the reporter, so the fault is understood before arrival
Why anyone goes twice
First-time fix 78%Part not on the van
41%What removes itSuggested parts, and stock reserved when the job is raised.Wrong skill sent
24%What removes itSkills and tickets held against each technician.Fault not reproducible
19%What removes itPhotos and readings from the reporter, at the time.Access not arranged
16%What removes itAccess notes on the asset, not in someone’s head.
The paperwork
Admin per job looks small. Across a crew and a year it is another technician.
- Captured once, at the asset, on a phone
- Parts issued against the job as they leave the shelf
- History found by scanning a code, not by ringing someone
Minutes of admin per job
Before → afterOn paper
34 min
In the app
2 min
Writing the job sheet12 → 0 min
The checklist is the job sheet. It is filled in as the work happens.
Typing it up afterwards9 → 0 min
Nothing to retype — it was captured at the asset.
Chasing the parts used6 → 1 min
Parts are issued against the job when they leave the shelf.
Finding the last service7 → 1 min
Scan the code; the history is on the screen.
Figures here illustrate the shape of the saving, not a measured result.
Ready to simplify your maintenance operations?
Book a personalized demo and see how NeoGen CMMS fits the way your team already works.
Maintenance Productivity questions
Is this about monitoring our technicians?
No, and framing it that way is how a CMMS gets rejected. The measurements here are about the obstacles in the way of the work — travel, missing parts, missing information — not about individuals.
How do you measure time on the tools?
From when a job is started and completed on the app, at the asset. Nothing is inferred from location tracking and nothing runs in the background.
Our technicians are not office people. Will this add work for them?
It should remove work. If the app takes longer than the paper job sheet it replaced, it has failed — and we would rather hear that during the pilot than after it.
What improvement should we expect?
We are not going to quote a number for your operation. What we can do on a demo is walk through where your hours currently go, and be honest about which of those we would actually change.