Manufacturing and workshops: every stop costs money

What usually happens

• The machine stops, gets fixed, and nobody writes down how long it was down.
• The history of each machine lives in the memory of the most senior technician, who retires next year.
• The preventive maintenance plan is drawn up in January and abandoned by March.
• There is no way to justify a spare part, a rebuild or a new machine with data, so the argument is won by whoever shouts loudest.
• The compressor that fails every six weeks is a "known issue" that no one has ever counted.

How it works with onCMMS

• Every machine has its asset sheet, its QR code and its history of failures and interventions. Scan the code on the machine and the whole story is on the screen.
• Time is recorded on the work order itself, from the phone, with a stopwatch or by typing it in. No paper sheets to transcribe.
• MTTR (mean time to repair) is calculated only on corrective work orders, which is the figure that actually supports a decision. MTBF and availability per asset sit next to it.
• The reports list the assets with the most work orders in the period. That is usually where the investment you need to justify is hiding.
• Preventive maintenance by calendar or by real running hours: record the hour meter and the "every 250 hours" service generates itself when the meter gets there.
• Labor cost per work order, with the hourly rate frozen on each time entry, so last year's numbers do not change when rates do.

Example setup: a workshop with twelve machines

A metal workshop with one site, three locations (machining, welding, finishing) and twelve assets: two CNC lathes, a milling center, a press brake, a compressor, a dust extraction unit, two welding stations, a bridge crane, a forklift and two bench machines. The supervisor imports the list from a spreadsheet by CSV, prints the QR labels and sticks one on each machine.

1. An operator notices the compressor short-cycling, scans its QR code and reports it in thirty seconds, photo included. The supervisor gets an email.
2. The supervisor converts the request into a work order, assigns it to a technician and sets the priority.
3. The technician opens the order on the phone, starts the stopwatch, replaces the pressure switch, takes a photo of the new part and closes with a summary. The order becomes completed; the supervisor validates it.
4. The compressor now has a PM plan: filters and oil every 500 running hours. The technician records the hour meter when closing each order, and the next service appears in the list when it is due.
5. At the end of the quarter the report shows the compressor at the top of the list with five corrective orders and an MTTR of ninety minutes. The rebuild is now a number, not an opinion.

Typical assets

Compressors and air treatment, production and packaging lines, conveyors, forklifts, lathes and milling machines, presses, robots and manipulators, electrical cabinets, dust extraction, bridge cranes, welding equipment.

Screenshots show the current interface, which is in Spanish. An English interface is on the roadmap; read where it stands.

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