The diagnoses in work order insights fall into 4 main risk types:
To learn more about the diagnoses that make up each of these risk types, see the sections below.
The diagnoses in the delay risk type are related to the likelihood of the work being finished on time (i.e. by the suggested completion date).
The delay risk type includes the following diagnoses:
|
Diagnosis |
Applies to |
Description |
|---|---|---|
|
Already delayed |
Active |
The work order is already delayed past the suggested completion date. |
|
Delayed longer than usual |
Closed |
The work order was delayed (open past its suggested completion date) longer than similar work orders. |
|
Estimated time lower than usual |
Both |
The time estimated for this work is unusually low. Compared with similar work orders, too little time has been allocated for its completion. |
|
High risk of delay |
Active |
The work order is likely to be delayed past the suggested completion date. |
|
Suggested completion date is earlier than usual |
Both |
This work order's suggested completion date is earlier than similar work orders, which could mean that you haven't allotted enough time for it. |
With these work orders, you might want to consider the following questions:
-
Is the suggested completion date accurate, or can we safely push it out?
-
Did we allocate enough time for this work order? How can we improve our estimation process for future work orders?
-
Was this work order generated through scheduled maintenance? If so, are we often delayed in completing these work orders? Should we update the scheduled maintenance trigger?
-
Are we putting in the right estimated time for this work order?
The diagnoses in the workload risk type are related to issues with the amount of work it represents, such as the number of assets or technicians assigned. Addressing these issues can help you complete your work orders on time so that they don't become at risk of delay.
The workload risk type includes the following diagnoses:
|
Diagnosis |
Applies to |
Description |
|---|---|---|
|
Fewer assets than usual |
Both |
An unusually small number of assets (or no assets) are included in this work order. |
|
Fewer parts used than usual |
Both |
An unusually small number of parts (or no parts) are included in this work order. |
|
Fewer task edits than usual |
Both |
Users have made fewer changes than usual to tasks in this work order. |
|
Fewer tasks than usual |
Both |
An unusually small number of tasks are included in this work order. |
|
Fewer technicians assigned than usual |
Both |
An unusually small number of technicians are assigned to the tasks in this work order. |
|
More assets than usual |
Both |
An unusually large number of assets are included in this work order. |
|
More logged hours than usual |
Both |
The time that users have logged for this work is unusually high. This is tracked in hours. |
|
More parts used than usual |
Both |
An unusually large number of parts are used in this work order. |
|
More task edits than usual |
Both |
Users have made more edits than usual to tasks in this work order. |
|
More tasks than usual |
Both |
An unusually large number of tasks are included in this work order. |
|
More technicians assigned than usual |
Both |
An unusually large number of technicians are assigned to the tasks in this work order. |
With these work orders, you might want to consider the following questions:
-
Should this work order have been broken down into separate work orders, representing smaller pieces of work?
-
Are the right technicians or user groups being assigned to work orders? Do we need to revisit how we assign work?
-
Does this work order include unnecessary tasks? Or, conversely, is this work order missing necessary tasks? Would creating task groups help standardize tasks in our work orders?
-
Did we allocate the right number of parts for this work order?
The diagnoses in the planning risk type are related to the work order's tasks and estimates. Addressing these issues can help increase the efficiency of your planning, which could free up resources to take on additional work.
The planning risk type includes the following diagnoses:
|
Diagnosis |
Applies to |
Description |
|---|---|---|
|
Duration is longer than usual |
Closed |
This work order took longer to complete than similar work orders. This is tracked in hours and measured from when the work order was opened to when it was closed. |
|
Duration is shorter than usual |
Closed |
This work order took less time to complete than similar work orders. This is tracked in hours and measured from when the work order was opened to when it was closed. |
|
Estimated time higher than usual |
Both |
The time estimated for this work is unusually high. Compared with similar work orders, too much time has been allocated for its completion. |
|
Fewer logged hours than usual |
Both |
The time that users have logged for this work is unusually low. This is tracked in hours. |
|
Fewer tasks completed than usual |
Closed |
A lower percentage of tasks than usual have been marked complete in this work order. |
|
More tasks completed than usual |
Closed |
A higher percentage of tasks than usual have been marked complete in this work order. |
|
Suggested completion date is later than usual |
Both |
This work order's suggested completion date is later than similar work orders, which could mean that you have allotted more time than it will actually take. |
For these work orders, you might want to consider the following questions:
-
Why is the suggested completion date so late? Can we pull it in?
-
Similarly, why was the estimated time so high? How can we improve our estimation process for future work orders?
-
Does this work order contain the right tasks? Would creating task groups help standardize tasks in our work orders?
Note
This risk type only applies to the Closed work orders dashboard.
The configuration risk type only contains one diagnosis. It is assigned when a closed work order was unusual for a number of the reasons listed in the sections above. As a result, a risk type could not be identified. For example, when you create a work order for a new piece of equipment, there won't be enough historical data to establish a baseline for this asset. As a result, our analysis will identify an unusual setup for this work order.
For these work orders, you might want to consider the questions in all of the sections above.