TwinEdge / Operations Intelligence · SchedulingOperations Intelligence
Scheduling
Prepare a plan the crew can execute.
Bring priorities, skills, parts, and available time together. Connect the schedule to work readiness and the asset’s operating need.
- 01 / PRIORITIZEBuild the jobAsset + procedureParts + skills
- 02 / SCHEDULEReady the crewAvailability + accessJob + materials
- 03 / CLOSE OUTRecord the resultLabor + parts usedCondition + cost
Three ways to decide
| Method | When it is the right answer |
|---|---|
| By calendar | Required by a regulator, or the machine is cheap to service and costly to inspect |
| By condition | The machine is instrumented and its wear is visible in the readings |
| Both | A floor of scheduled work, brought forward when the readings say so |
§ 01
Most plants end up using both.
Pure calendar work is wasteful. Pure condition-based work is uncomfortable, because some equipment is not instrumented, and some services are demanded by a regulator whatever the machine is doing.
So the useful answer is a floor of scheduled work that keeps you compliant, with the ability to pull a service forward when the readings justify it, and to let one slip when they clearly do not.
The decision is per machine, and it is yours. Nothing here moves a service on its own; it proposes, and a planner agrees.
§ 02
What the planner gets.
Planning is mostly the business of not double-booking people. This is the part that helps.
- 01Repeating work
Daily, weekly, monthly, or any interval you like, spread across the crew so nobody gets a week with forty jobs and the next with four.
- 02Limits with more than one step
Set a nudge at 80%, a warning at 90%, and something urgent at 95% on any reading. Each level does something different.
- 03Who is actually available
Tickets held, training, and booked leave are all visible when the work is planned, so a job is not given to somebody who is away or not qualified.
- 04Deadlines you cannot miss quietly
Work required by a regulator gets its window and its grace period, with reminders at fourteen, seven, and three days.
- 05Whether the plan is being kept
How much scheduled work is finished on time, and how long machines actually run between services, across every site.
- 06Told the right people
Push, email, or text for work coming up, work overdue, and clashes — set per role, so a planner and a technician get different things.
Maintain when it matters.
Bring this year’s maintenance plan. We will run it against your own readings and show which services the equipment was asking for, and which ones it was not.