Scheduled maintenance
- What reacting costs a month
- $9,273.60
- Breakdown jobs a month
- 84
- Avoidable hours a month
- 193.2
Every figure printed on this site is arithmetic on the worked example we publish: 180 assets, 240 work orders a month, 35% of them raised as breakdowns, a breakdown job at 3.4 hours against 1.1 hours planned, a loaded technician cost of $48 an hour. Change any of those on the worksheet and the numbers change with them. Nothing here is a market statistic and nothing is quoted from a third party.
Scheduled maintenance is the part of the function that can be planned, staffed and budgeted, which is exactly why it is the part that slips: it has no siren. This page is about making the schedule visible enough to defend. What the load actually is in hours and money, whether the technicians you have can carry it, what happens to it when a breakdown lands mid-week, and how to tell a schedule that is working from one that is being quietly deferred.
Open the Maintenance log Free to use. No account, no card, no trial clock.
Turn the schedule into hours before you turn it into dates
Assets times tasks a year times hours a task. On the worked example we publish, 180 assets at four tasks a year at 1.1 hours is 66 technician hours a month, $3,168 at a $48 loaded rate. Dates without that number are a wish list.
Check it against the technicians you actually have
66 hours across three technicians is 22 hours each a month, which is carryable. The same schedule across one technician who also takes every breakdown call is not, and the schedule will lose, every time, silently.
Watch deferral, not completion
A schedule at 95% completion with the same five jobs deferred every month is not at 95%. Deferred-and-rescheduled is the number that predicts the next breakdown, and it is the one a spreadsheet is worst at showing.
Scheduled maintenance: common questions
Calendar-based or usage-based scheduling? Calendar for things that degrade with time and weather, usage for things that degrade with work. Most sites need both, which is the practical reason a spreadsheet struggles: it can hold one clock easily and two awkwardly.
What do we do when a breakdown eats the PM week? Reschedule explicitly and record that you did. A deferred job that is written down is a decision; a deferred job that is not is how an asset goes eighteen months without a look.
How much PM is too much? When the checks stop finding anything on that asset, over several cycles. That is evidence to lengthen the interval, and it is the same evidence you would want if somebody asked why you shortened one.
Will it do what you need for Scheduled maintenance?
Tell us what you maintain and how the schedule is kept today, and we will tell you plainly whether this is the right shape of tool for it.