TwinEdge / Platform · From finding to jobWorking out what is wrong
From finding to job
Turn the finding into prepared work.
Connect the recommendation to the asset, procedure, parts, and work order. Carry completion evidence back into the same operating record.
- 01 / PRIORITIZEBuild the jobAsset + procedureParts + skills
- 02 / SCHEDULEReady the crewAvailability + accessJob + materials
- 03 / CLOSE OUTRecord the resultLabor + parts usedCondition + cost
One finding, followed through
| Step | What happens |
|---|---|
| Found | Pump efficiency at 62%, fifteen points below normal. Bearing life: about 18 days. |
| Weighed | Important machine, getting worse faster, some production at risk. Priority: high. |
| Drafted | Job written with the fault, the sensors, the procedure, 2.5 hours, and the parts. |
| Offered | Sent to a named technician with the location and a suggested window. |
| Parts | Stock checked. If short, a purchase request is raised for approval. |
| Approved | A planner accepts or rejects it. Nothing happens until they do. |
§ 01
Why a person is still in the middle.
Everything above could run without a human. It does not, and that is a deliberate choice rather than a missing feature.
A planner knows things the system does not: that the line is being rebuilt next week, that the technician it picked has just gone on leave, that this particular pump always reads high after a wash-down. Their five seconds of judgement is worth more than the automation it interrupts.
It also keeps the record honest. Somebody approved this job, at this time, on this evidence — which is what makes the history worth anything a year later.
“Automate the typing. Do not automate the decision.”
Where automation should stop
§ 02
What you control.
All of it is yours to set, per kind of equipment, and all of it can be turned off.
- 01You set the trigger
Per kind of equipment: efficiency down more than 10%, vibration above 4.5 mm/s, less than 30 days of life left. Conditions can be combined, so a job needs more than one thing to be true.
- 02You set where it goes
By equipment, by location, by severity, or by time of day. A serious fault at two in the morning goes to whoever is on call; a minor one at noon goes to the area technician.
- 03Parts are checked before anyone travels
Each failure is linked to the parts it needs. If the shelf is short, a purchase request is raised and sent for approval rather than discovered on the day.
- 04Nothing sits unread
An urgent job not acknowledged within half an hour goes to the shift supervisor, and within an hour to the maintenance manager.
- 05Confidence decides how loud it is
Above your confidence threshold it drafts a job. In the middle it suggests one. Below, it is only logged. You choose where those lines sit.
- 06It will not raise the same job twice
Repeat findings on the same machine and the same fault are merged inside a window you set, so one degrading bearing produces one job, not forty.
Run it on last quarter and see what it would have raised.
The useful question is not how many jobs it creates. It is how many your planners would have approved. We run your own last quarter through it and you tell us which ones you would have accepted.