September brings a redesigned Asset Module and several improvements to the WorkTrek mobile app. This update makes it easier to navigate and manage your assets, while giving mobile users more flexibility when working with parts and regional settings.

1. Redesigned Asset Module

Managing assets in WorkTrek is now simpler and more intuitive with our redesigned Asset Module.

The new interface makes navigation and editing easier, with a more streamlined way to work with your assets. You can now use Advanced Mode to view and edit asset details directly from the list or hierarchy view, without having to open each asset separately.

We’ve also brought all asset types into one place. Using the view selection dropdown, you can easily switch between Locations, Facilities, Equipment, Tools, and Groups, making it faster to find and manage exactly what you need.

2. Mobile App Updates

The WorkTrek mobile app gets two useful improvements this month.

Barcode Support for Parts

You can now use barcodes to identify parts directly in the mobile app. This makes it faster and easier to find and work with spare parts while performing maintenance in the field.

Language & Regional Settings

Users can now configure their language and regional format settings directly from their mobile profile. You can choose your preferred language and control how dates and numbers are displayed, making WorkTrek more convenient for users working across different countries and regions.

Ready To See These Features in Action?

We work hard to keep delivering tools that make your maintenance operations smoother and more powerful. November’s updates are all about saving time and boosting productivity — and we can’t wait for you to experience them.Start your free trial or book a demo today and take your maintenance management to the next level!

If your work orders are still managed through spreadsheets, emails, paper notes, or verbal requests, you may already know how easy it is to miss important information or even tasks. 

But moving to software can feel like trading one problem for another. 

Will your team actually use it? Will it be too complicated? And is it worth the cost? 

The good news is that you do not need a complex system. There are simple work order tools built to fit smaller teams, budgets, and busy schedules. 

Here are five worth considering.

WorkTrek

Our CMMS WorkTrek can help you replace scattered work requests and manual work order tracking with one place to manage all your maintenance work. 

You can start with a work request, turn it into a work order, assign it to the right person, schedule the job, and track its progress until it is completed. 

In WorkTrek, your team can submit work requests from the web or mobile app. You can also let employees, tenants, or other users send requests through the portal or email. 

Once you turn a request into a work order, you can add photos, documents, and instructions, and leave comments for technicians. 

For recurring jobs, you can set up preventive maintenance tasks, as well as attach procedures, checklists, and safety information to each work order.

Technicians can access work orders on their phones, do their work, and record all the details the office needs, including how much time it took them and which spare parts and materials they used.

When the work is completed, they can also sign it digitally. 

You can organize all these work orders in a list, map, or scheduler view where you can clearly see which orders are approved, assigned, in execution, waiting for material, or completed.

If you work with external contractors, you can invite them to track work progress and completion as well. 

For teams responsible for multiple similar machines or an entire production line, WorkTrek supports multi-asset work orders. 

Instead of creating a separate work order for every identical asset, you can group them together and track the labor and parts used for each one. 

Although WorkTrek is abundant with all these features, its users highlight that it’s still incredibly easy to use:

Pricing plans start at $29 per user per month, with work orders, asset management, simple inventory, reports, and dashboards included in the Starter plan. 

Preventive maintenance, advanced inventory, contract management, and subcontractor management are available on the $49 Professional plan.

You can try WorkTrek for free and see the work order management in action!

Coast

If you want a straightforward way to keep your team on top of work orders, Coast is another software worth trying out. 

You can create work orders, assign them to team members, set priorities, and update their status as work progresses. 

Your team can add notes, checklists, procedures, photos, and other attachments to each order, just as in WorkTrek. 

Real-time messaging also keeps conversations connected to the work order, so important details do not get lost in separate emails or chat messages. 

Coast also supports repeating work orders, notifications, and workflow automations. 

That can be useful if you regularly handle the same maintenance tasks and want to reduce manual follow-up. 

Users seem to appreciate these features. 

One review notes that maintenance tasks stay organized across departments and that mobile updates help the team respond faster during busy periods.

There are a few things to keep in mind, though. 

The same reviewer finds the inventory tools basic, while another reviewer wished there were more notification options and found it difficult to locate a work order after missing an initial update. 

When it comes to pricing, the free plan is a useful place to start for a small business. 

It includes unlimited work orders, real-time messaging, file uploads, and up to five repeating work orders. 

If you need unlimited repeating work orders, time and cost tracking, permissions, or workflow automations, you will need the Starter plan at $25 per user per month at the current promotional rate. 

Keep in mind that some really important features, including multiple reminders, reporting, dashboards, signature capture, and external request forms, are available only in higher plans.

eWorkOrders

If you want a more traditional CMMS with plenty of maintenance features, eWorkOrders gives you a solid set of tools for managing work orders, assets, preventive maintenance, materials, and service requests. 

When someone submits a service request, eWorkOrders can turn it into a work order and assign the task to a technician based on factors such as their skills, availability, and location. 

You can also use the software to manage preventive maintenance, track assets and materials, store documents, and monitor performance through reports and dashboards. 

User feedback is generally positive about ease of use and support. 

One reviewer described the software as easy to learn and praised the trainer for making onboarding straightforward, but he also noted that inventory tracking required a more expensive package, which is worth considering if parts management is important to you. 

For a small business, the biggest question is probably how much functionality you actually need. 

The Starter plan costs $380 per month and includes unlimited users, work orders, asset management, preventive maintenance, materials management, reporting, and customer service requests. 

However, mobile and tablet access, along with QR and barcode scanning, start with the Advanced plan at $480 per month. 

The unlimited-user model can make the pricing more attractive as your team grows. For a very small team, however, the monthly cost may be harder to justify. 

You should also check which features you need before deciding, as inventory control, multi-site management, API access, and signature capture are reserved only for Enterprise.

RO App

RO App is built with repair and service businesses in mind, making it particularly relevant if you run a repair shop or a small field service operation. 

You can create work orders from leads or client requests and manage the whole job from one place. 

The system can automatically fill in customer and asset information, assign jobs, track technician hours, and update inventory as parts are used. 

Your team can also create estimates and invoices, collect signatures and payments, and let customers approve work online. 

Technicians can create, update, and complete work orders from their phones while staying connected to customer information and schedules. 

You can also customize work order forms by choosing which fields are required, setting default values, and adjusting the information your team sees. 

User feedback for the Ro App is generally positive. 

One repair shop user described the interface as very easy and intuitive and praised its customization options. 

Another reviewer liked the mobile app and photo uploads but found the way the system handles dates problematic. 

Pricing starts at €29 per month for the Startup plan, which includes three employees, with additional employees costing €5 per month. 

The Business plan starts at €69 per month, while Enterprise starts at €99 per month. 

There is also a €15-per-month Hobby plan for very small operations, although it limits you to two employees and 100 work orders or sales per 30 days.

Field Ascend

If you run a small field service business, Field Ascend gives you a way to manage work orders alongside scheduling, dispatch, customer communication, and preventive maintenance. 

That makes it more relevant to businesses where technicians regularly travel to customer sites than to teams managing maintenance entirely in-house. 

You can create jobs, assign them to technicians, and manage them from a planner board or map.

Work orders can include equipment details, tasks, job instructions, parts, notes, and photos. 

Technicians can access their tasks through the mobile app, update task progress, and record what they did on site. 

You can also connect preventive maintenance findings to follow-up repair jobs, then keep the completed work, labor, materials, and customer documentation together. 

The platform also includes a customer portal, quotes, invoices, reports, and dashboards, so you can manage more of the service process from one place. 

When it comes to user feedback, people generally like the software’s ease of use and flexibility. 

One reviewer appreciated the different settings, filters, and views and highlighted the customizable preventive maintenance check sheets. 

They also noted that the Projects module still needed further development. 

Pricing-wise, the Pro plan costs $13 per user per month, with a minimum of three users, so pricing starts at $39 per month. 

You get scheduling, dispatch, work orders, mobile access, preventive maintenance, customer portal visibility, quotes, invoices, reports, and dashboards. 

There is also a 30-day free trial with no setup fee or required annual contract.

Conclusion

Hopefully, one of these tools caught your attention. 

If you need a flexible work order and maintenance system that can grow with your team, WorkTrek is worth a closer look. 

If you run a repair or service business, RO App may be the best fit, while Field Ascend makes sense if scheduling technicians and managing customer jobs are a big part of your day-to-day work. 

Choose software that fits the way your team already works and make it better.

Key takeaways:

• 72% of manufacturing leaders say undocumented fixes increase downtime.
• 22% of inventory sits unused for over five years.
• Digital work orders centralize work priorities, safety requirements, and parts data.

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Keeping a maintenance team running efficiently requires constant coordination. 

Technicians need clear direction on who is doing what, when, and with which parts, from scheduling routine inspections to assigning emergency repairs.

Work orders provide the structure and visibility required to make that happen. 

In this article, we’ll cover 5 core aspects of work orders that give you control over maintenance workflows and efficiency.

Improving Maintenance Planning and Organization

Work orders give maintenance work a structure when it’s lacking. 

A work request comes in, someone decides how urgent it is, a technician does the job, and the result gets written down.

That sequence is the same whether the work order is on paper, in a spreadsheet, or in CMMS software. 

Take a basic spreadsheet work order template, like the one shown below.

The template asks where the work is, what needs to be done, when it should start and finish, and what materials it needs. 

Without those fields, most of that information isn’t planned out at all and gets passed on verbally or kept in someone’s head. 

In other words, a work order makes teams decide on key maintenance aspects before a job starts. 

Take maintenance priority as an example, which is often logged as a separate field or as part of the work order description. 

Every plant has more work waiting than people to do it, so someone has to decide what gets done first. 

For that reason, many teams sort jobs using a shared grid of urgency and importance, like the one below.

When this number is standardized and written down on a work order, a technician receiving a job marked at a certain priority will know when it needs to be done without much confusion. 

Meanwhile, supervisors get the same benefit at a larger scale, since they can see and decide how the whole week might be scheduled.

Of course, that coordination holds only when operations and maintenance departments agree on a standard for work orders. 

Torbjörn Idhammar, Director of Reliability at pulp and paper manufacturer Domtar, made this point in an article on work order backlogs for the consultancy IDCON.

Idhammar’s reasoning is that the standard has to be built jointly because operations raise most of the work while maintenance teams carry it out. 

Once both sides use the same definitions, a work order log starts answering key questions on its own. 

It shows what will be finished this week, what is scheduled for next, and how many labor hours sit in the queue. 

In turn, answering those questions week after week is how teams clear a maintenance backlog instead of watching it grow. 

Reactive hours fall as the backlog shrinks, which leaves room for more planned preventive work.

Increasing Maintenance Team Accountability

Work orders also settle who is responsible for what.

A verbal request or a note on a desk says nothing about who accepted the job or when it was due. 

By contrast, a work order records the task, the person assigned to it, the deadline, and a description of what was done. 

That same record can become useful weeks later, when a machine breaks down again and nobody remembers the earlier repair. 

On top of that, written records help with a second problem: knowledge that stays with one person.

Doc Palmer, managing partner at Richard Palmer & Associates and author of McGraw-Hill’s Maintenance Planning and Scheduling Handbook, wrote about this in a column on planning and scheduling.

Palmer points out that experienced technicians often keep their own notes about the machines they work on, and share them with a few colleagues.

He argues that planning should make that information available to the whole team instead.

Detailed work orders do this automatically because each completed job adds to a history everyone can read. 

Several fields on a work order deal with responsibility directly.

Together they show who was involved at each stage, from the request to the approval that closed the job. 

If a repair has any issues, a supervisor can open the record and see what was done and by whom. 

Of course, all of this depends on work orders being filled in properly, which means describing the repair rather than only marking the job complete. 

Consider the following statistic from L2L, a manufacturing software company, where over 600 manufacturing leaders in the US were surveyed.

The term hidden factories comes from lean manufacturing, and it describes work that is never recorded anywhere, such as a quick adjustment made during a shift. 

That work appears in no report, so the plant believes it loses less production time than it does. 

A work order that is completed properly records that activity too, including short repairs nobody would think to mention. 

Over time, the maintenance history comes closer to what happens on the floor, and the plant sees the full cost of its downtime.

Optimizing Spare Parts Management

Work orders can also help record how spare parts are used. 

In fact, whenever a technician needs a certain part for a job, that should be logged in detail. 

Over time, the records can start showing which components are replaced often and which have not been touched in years, which is important when we consider the following data on spare parts management.

The statistics come from SPARETECH, a company that works on spare parts data quality, which surveyed 300 manufacturing executives in the US and Europe for its 2025 report on the maintenance, repair, and operations (MRO) strategy gap.

Unused and missing parts are opposite problems, but plenty of plants have both.

That points to a visibility and documentation problem. 

Phillip Slater, founder of SparePartsKnowHow.com and author of eight books on inventory management, explained it in an article on reading spare parts data. 

Slater points out that spare parts planning is based on historical usage data, which describes what people do rather than what the machines need. 

His recommendation, quoted below, follows directly from that.

Some of the issues that increase the gap include parts getting taken without the transaction being recorded, or spare parts being taken and not getting used after they leave the storeroom.

Slater’s idea is that the problem has to be corrected at the point where people record what they use. 

One way this might be implemented is by having a rule that work orders cannot be closed without noting part numbers and quantity. 

Digital work orders can make this requirement easier to meet, since a technician can track parts on their mobile device at the machine instead of noting it for later.

From there, a digital work order management system can store every movement in one place, including the work order a part was issued against and the warehouse holding it now. 

As a result, purchasing gets real usage figures to order against, which is where a workable spare parts strategy begins. 

Overall, better records make inventory management more efficient and less likely to delay a repair.

Improving Workplace Safety and Compliance

Safety in manufacturing depends on procedures being followed every time, and that is more likely when the instructions are written into the work order itself. 

Let’s look at two workplace safety case studies and show how work orders fit in. 

In May 2023, workers at a Dow plant in Louisiana did turnaround maintenance on a reflux drum and left work lights inside. 

Two months later the lights had degraded enough to puncture a rupture disc, which caused explosions and released over 31,000 pounds of ethylene oxide. 

Steve Owens, who chairs the board, summarized the finding when the investigation report appeared in February 2026.

At first this looks like carelessness by the crew. 

However, Owens blames the missing procedure, since nothing required anyone to check the drum first. 

A short closing checklist, with one named person confirming the vessel was empty, would have taken minutes. 

Checklists like this can be added to a work order, and the job cannot be closed until every item is signed off. 

Consider the following incident with a US Ink plant in New Jersey, when a dust collection system installed four days earlier caught fire.

Hazard communication and emergency response planning are company wide programs, and the board’s case study found neither reached the people who needed them that day. 

Parts of those programs can be written into individual work orders instead, especially if they’re digital. 

Consider a task with specific lockout/tagout requirements. 

Typically, those instructions are kept in a binder a technician has to remember to look up, and the screen below shows the alternative.

A digital work order can list the hazards for that machine and the personal protective equipment (PPE) the task requires. 

It can also include the isolation steps in order, so a technician sees the PPE requirement and the steps before starting work. 

In the end, safety requirements change from job to job, which is why having them on the work order itself can be effective.

Reducing Unplanned Downtime and Production Disruptions

Everything described so far leads to the same outcome.

Work that gets prioritized, assigned, documented, and supplied with the right parts takes less time and goes wrong less often.

Fewer jobs turn into emergencies as a result, and fewer machines stop without warning.

Even so, reaching that position is difficult because a plant dealing with constant breakdowns has little time to change how it works.

Erik Hupjé, founder of Reliability Academy and a former maintenance manager at Shell and ConocoPhillips, explains why in an article on escaping reactive maintenance.

Hupjé describes a cycle in which repeat failures and ineffective preventive maintenance keep a plant reactive.

By his estimate, crews in that situation are productive for only 25% to 35% of their time, so nobody has the hours to remove the defects causing the failures.

Introducing work orders will not break that cycle immediately.

They do give the team a written list of every outstanding job and how urgent each one is.

Over a few months, better prioritized work and a smaller maintenance backlog leave more hours for scheduled jobs rather than reactive ones.

How far a team gets depends on the system it uses to manage the work.

A computerized maintenance management system (CMMS) such as WorkTrek keeps requests, assets, parts, and completed jobs in one place, so past work on a machine is visible the next time it fails.

WorkTrek covers a work order from the first request to the final sign-off, with custom fields, attached documents, safety information, and a change log.

It’s a mobile-first platform, so technicians can fill in the record from a phone at the machine rather than at the end of the shift.

Those records tend to be more accurate, because the details are still fresh.

Work orders can also be created on a fixed schedule, or once a meter reaches a set reading.

Work orders that are created automatically remove a large part of the administrative effort, because routine jobs appear in the system without anyone writing them out or remembering when they are due.

That lighter workload and the record of every completed job allow the team to schedule more of its work in advance over time.

The reactive share shrinks as the planned share of the workload grows, and fewer machines stop without warning.

Conclusion

That covers what work orders do across a maintenance operation. 

Most of it comes down to recording work properly and keeping that record in one place, which matters more than the paperwork suggests. 

If you’re ready to upgrade your work order management, start small.

Pick one part of your workflow to improve, and let the records build from there.

Key takeaways:  

• 70% of manufacturers continue to collect and enter data manually.
• A plant that tied its work orders to real-time OEE monitoring reduced downtime by 20%.
• Intuitive, mobile-friendly work order tools lower the adoption barrier for workers.

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Did you know that one hour of unplanned downtime costs the typical industrial business around $125,000?

Manufacturers face these costs regularly, yet many of them run maintenance on paper forms and spreadsheets.

Digital work order management replaces that manual routine with connected processes that update in real time.

Read on if you want to understand how the digital approach works and how to adopt it without the usual challenges.

The Difference Between Digital and Traditional Work Order Process

Every maintenance job in a plant begins with a work order, so the way those orders are created and tracked shapes how the entire maintenance operation performs.

Simply put, a traditional process runs on paper forms and spreadsheets, while a digital process runs on software that connects everyone involved in the work.

Consider the fact that most manufacturers continue to rely on manually entered data, as survey results from the Manufacturing Leadership Council show.

Manual entry slows every step that depends on the data and introduces errors that spread into schedules and reports.

In fact, the digital approach exists because the manual one loses time at almost every step.

To see how, it helps to compare the two across the full work order management process.

Aspect	Manual process	Digital process
Creating a work order	Handwritten form or verbal request	Generated instantly from a service request
Assigning work	Whiteboard, phone calls, or whoever is nearby	Auto-assigned by priority, location, skill, and availability
Field access	Technician walks back to the office for instructions or manuals	Full job details, history, and manuals open on a mobile device
Tracking status	Manager walks the floor or calls technicians	Real-time status for every open order on one dashboard
Equipment history	Paper records in filing cabinets, slow to search	Searchable asset record, pulled up in seconds
Reporting	Hours spent compiling data by hand, often after the fact	Dashboards and reports update automatically as work is logged

The main difference is in how information is handled.

A manual process keeps information on paper or with individual people, so every update requires a walk to the office or a phone call.

A digital process keeps every request, assignment, status change, and completed job in one shared system that updates in real time.

Technicians open job details on a mobile device at the machine, managers follow progress without leaving their desk, and the equipment history builds itself with each closed order.

This means the same team can complete more work with less coordination effort.

Why Manufacturers Should Consider Digitalizing Their Work Orders

The efficiency gap alone makes a case for going digital, but manufacturing adds pressures that most other industries do not face.

Production runs on tight schedules, and a single stalled asset can stop an entire production line along with the revenue attached to it.

Regulators also watch the industry closely, so gaps in documentation carry consequences of their own.

The three benefits below show where digital work orders help manufacturers most.

Fewer Unplanned Line Stoppages

An unplanned line stoppage is among the most expensive events for a company, and reducing how often it happens is the clearest benefit of digitalized work orders.

The connection becomes visible through overall equipment effectiveness (OEE), the standard measure of how much of your planned production time is truly productive.

Digital work order systems can influence all three components of OEE.

Availability and performance gain the most.

Work orders tied to real-time machine data turn a developing machine issue, such as rising vibration or temperature, into a scheduled job before it forces the line to stop.

Maintenance then happens in a planned window instead of as an emergency, so availability rises, while slowdowns and minor stops are reported and resolved sooner.

Quality benefits as well, since equipment serviced on time produces fewer defective units.

These effects are not hypothetical.

For a real-life example, TeepTrak describes an automotive parts plant that suffered frequent unexpected downtime caused by poor team coordination and inadequate performance monitoring.

The plant connected its work order management to real-time OEE monitoring, identified the process steps where inefficiencies concentrated, and corrected them, with operator training among the measures taken.

ABB data reveals that outages cost the typical industrial business $125,000 per hour, so improvements of this size translate into money saved.

At that price, no source of inefficiency is minor enough to ignore.

Overall, digitalizing work orders gives you the data and the scheduling control to remove those inefficiencies, and fewer stoppages follow.

More Audit-Ready Compliance Documentation

Manufacturing is a heavily regulated industry, and maintenance records are a regular target of audits.

You answer to bodies like OSHA and the FDA depending on what you produce, and many plants hold ISO certifications that bring audits of their own.

Each of these expects every maintenance action to be documented and traceable.

Manual, paper-based processes force teams to reconstruct that documentation after the fact, so audit readiness sometimes becomes a rushed, periodic project.

Sarah Boynton, a manufacturing quality consultant at Quality Executive Partners, recalls situations from her career when organizations rushed to prepare for audits in this way.

However, even with planned audits, Boynton notes that the last-minute push rarely produces lasting change.

On top of that, we can add that reconstructed documentation brings errors, and individual records can be forgotten entirely.

With digital work order management, documentation stops being a separate task because every completed job generates its own record.

CMMS platforms and ERP solutions log each entry with a timestamp and the technician’s name, keep related documents in one place, and track the full history of every asset.

The same records serve managers beyond audits, as a searchable archive for analyzing failures and justifying decisions.

In a regulated environment, that combination of traceability and accessibility is what audit readiness means.

One Unified View Across Plant Systems

A digital work order system, as the previous section showed, acts as a central location for maintenance data.

Its value grows when it connects with the rest of the plant, from the ERP to the MES and inventory records, so maintenance data and production data stop living in separate silos.

Michael Masser, Group Product Manager at Rockwell Automation, explained in an interview with Design News that this kind of cohesion is only possible when leaders can see the whole operation at once.

Consider a scheduler planning the following week of production without knowing that a critical press is due for servicing.

The maintenance window appears in the production plan automatically when systems are connected, and the required spare parts are reserved before the job starts.

This connectedness produces measurable results.

Deloitte’s 2025 Smart Manufacturing Survey examined smart manufacturing initiatives, which are focused on connecting digital tools, sensors, and machinery.

Respondents reported several improvements across their operations, shown below.

Gains of this size are not surprising, since connected systems remove the delays and blind spots created by re-entering the same data in several places.

Decisions improve when every department works from the same current information.

A digital work order system that integrates with the rest of your plant turns maintenance from an isolated department into an active contributor to production planning.

Digitalizing Work Order Management in Manufacturing: Key Challenges

The benefits are clear, but reaching them takes more than purchasing software.

Digitalization projects in manufacturing fail for predictable reasons, and most of them have little to do with the technology itself.

The three challenges below cause the most problems in practice.

Resistance to Change from Operators and Maintenance Teams

Any new addition to an established workflow meets some resistance, and maintenance software is no exception.

One reason is that people build habits around the current process, even when that process costs them time every day.

Change management research from Prosci shows that resistance is unevenly distributed, with some groups in an organization more skeptical than others.

In manufacturing, this tends to be shop floor operators and maintenance technicians.

Their reaction is expected, since they are the ones a new system asks to change their daily habits.

Adoption can be harder for older technicians, as Brett Pyper, who leads reliability and uptime at Hudsonville Ice Cream, explained in an interview.

Pyper says that the solution is a gradual rollout with training along the way, so each worker sees how the system helps them before they are asked to depend on it.

Of course, an intuitive product makes this easier, because a tool that is easy to use needs less convincing.

WorkTrek was built with that in mind, as a mobile-first work order management tool that operators and technicians can learn quickly.

With a clean interface, shown below, workers have an easier time figuring out the features and can start using them much sooner.

With WorkTrek, a technician can open a job on a phone, follow a checklist, attach a photo, and close the order without visiting a desktop or taking a paper note.

Despite the system being straightforward to use, it has a full set of features that cover the entire work order management process. 

That balance of features and usability is what turns a skeptical crew into one that opens the app without being asked.

Defining the Right Workflow

A maintenance workflow that is broken or undocumented will not be repaired by digitization, no matter how capable the software is.

Tor Idhammar, president of the reliability consulting firm IDCON, makes this point about maintenance systems in particular.

He elaborates that a work management workflow should be identified first, and only then is a team ready to add a tool to support it.

In practice, this means mapping and refining your actual maintenance workflow before configuring a new system around it.

The mapping does not need to be complicated, and the steps below cover the essentials.

The first steps should ignore the software entirely, and their job is to clarify how work orders move through your team.

Each step builds on the one before it, so skipping ahead to the software undoes the whole point of mapping in the first place.

Once the workflow is refined, implementation should have a targeted approach, with the system configured to match the process you defined.

The result should be a system that supports and improves workflows your team already understands.

Measuring ROI the Right Way

Digital work order tools come with subscriptions, frequently priced per user, so manufacturers tend to focus their evaluation on exactly that.

They track the total software cost and number of licenses and stop there, without asking what the system returns.

Cost deserves attention, of course, but without tracking key operational metrics, it is impossible to prove the system’s value.

Consider how decking manufacturer Fiberon approached this, as reported by Plant Services.

The company tracked avoided costs and downtime hours throughout its maintenance technology pilot, which is why it can state its return with confidence.

Had those figures gone unmeasured, there would be nothing to compare the investment against, and the program’s value would rest on impressions.

Your own metrics may vary according to what matters most in your operations.

In general, the ones below give a true sense of return on investment.

The best practice is to measure the metrics you select before implementing anything.

That gives you a baseline that describes how the operation performs today, before any software enters the picture.

Then introduce the system and keep measuring, which becomes easier with a digital solution that includes reporting and analytics capabilities.

The result should be a clear before-and-after comparison to see which improvements the system produced.

Conclusion

With that, we covered how the digital approach differs from manual processes and what it takes to adopt one successfully.

If a single idea stays with you, let it be that the data your plant already generates only creates value once it is captured and used.

The tools for that are established and proven, and every day spent on paper delays the gains.

So map your current workflow, then take the first step toward digitizing it.

Key Takeaways:

• Minor faults can progress until they damage expensive components.
• Poorly maintained plants lose between 20% and 50% of their compressed air to leaks.
• The type of air compressor you operate determines how often it needs servicing.

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Compressed air runs in the background of most facilities, but the equipment producing it is often overlooked until something stops working.

Air compressors need regular attention and maintenance, and the right schedule depends on more factors than most teams expect.

This article covers the benefits of proper compressor maintenance and how to schedule and successfully implement it.

Why Proper Air Compressor Maintenance Matters

Keeping air compressor maintenance on schedule is one of the easiest ways to improve how your operations run.

This practice has three major advantages, which we’ll outline next.

Extended Equipment Lifespan

Routine maintenance reduces wear on the components that work hardest, including filters, belts, bearings, seals, and the motor.

These parts degrade gradually rather than failing at once, so a filter change or belt check on schedule keeps the rest of the machine working in the conditions it was designed for.

When minor faults are corrected early, the compressor keeps operating within its intended specifications, which delays the point at which a major repair or full replacement becomes necessary.

Data from PwC and Mainnovation shows what a proactive approach returns.

The two firms surveyed 268 asset-intensive companies across Belgium, Germany, and the Netherlands, with two key findings shown below.

This data applies directly to air compressor maintenance.

Just consider the number of components involved, each with its own service interval and failure pattern.

Even something as ordinary as a compressor lubricant oil has defined conditions for use and a recommended service interval, as this Atlas Copco specification shows.

When the oil operates in a different environment, or poor scheduling causes a missed service window, the component starts degrading.

Further along, degraded oil provides less cooling and lubrication, shortening the life of the rotors and bearings it protects.

The same problem appears on a larger scale.

For example, Arthur Pue, President of Engineering Sales Associates, assessed compressed air systems for manufacturers and wrote about what an uncorrected intake restriction does to a compressor.

Pue is describing the air end, the part that compresses the air and the most expensive component to replace.

Regular servicing of filters and oil protects it, which is where most of the lifespan gains come from.

Overall, a compressor that receives constant preventive attention will be more likely to reach the end of its design life instead of failing years earlier.

Reduced Downtime

Downtime is a serious problem in facilities that run continuous production because a stopped compressor interrupts every process connected to it.

The disruption is expensive, and it usually happens without warning, which leaves the team repairing equipment under pressure rather than at a convenient time.

What most maintenance leaders agree on, according to data from ABB, a global technology company, is that maintenance prevents a large share of these interruptions.

The Swiss engineering firm surveyed 3,215 plant maintenance decision-makers around the world, and the majority reported gains in uptime over a single year.

Air compressors deserve particular attention here because compressed air is connected to so many other machines.

In other words, a compressor failure can therefore mean idle staff, scrapped material, and an emergency repair bill several times the cost of a planned service.

In facilities where compressed air is essential to daily operations, that repair also has to happen immediately, which means paying for parts and labor at whatever price is available that day.

Some warning signs deserve closer attention than others when you are trying to catch a failure early.

Gregory Gilliland, Quality Technician at FS-Curtis, a compressor manufacturer, was asked which readings give the earliest warning of trouble.

According to Gilliland, two readings are especially important.

He elaborates that sharp temperature changes can indicate a clogged filter or a lubrication problem, while rising power consumption can signal general degradation across the system.

Regular maintenance can reveal several other signals beyond temperature and power consumption, shown below.

Each of these is better caught early because every one of them can progress from a minor annoyance into a failure that stops the machine.

For instance, a change in vibration can go unnoticed because a compressor is loud and vibrates during normal operation.

However, that change can be related to worn bearings or a misaligned coupling, and it may eventually require downtime you are trying to avoid.

Scheduled inspections give you the chance to act on these signals while the repair is still minor.

Increased Cost Savings

These two previous benefits also directly lower your operation costs.

After all, the money spent on maintenance is predictable, while the money spent on failures is not. Unplanned work always costs more than the same job performed on schedule.

Longer equipment lifespan and less downtime are just two of several direct and indirect savings you can expect from regular air compressor maintenance.

On the one hand, direct savings prevent you from spending resources on extra parts or on emergency reactive maintenance when something breaks unexpectedly.

On the other hand, indirect savings start accumulating through lower energy bills and fewer worker overtime hours, which would have been required during repairs.

Beyond savings, proper maintenance also delivers measurable efficiency gains in the system itself.

If we consider guidance published by ENERGY STAR, the energy efficiency program run by the US Environmental Protection Agency, the scale of the waste becomes clearer.

They found that the condition of a plant’s compressed air system determines how much of its output is lost before it reaches the tools that need it.

That means a neglected system can waste up to half of everything it produces, and the compressor works harder to make up the difference.

Consistent leak repair and maintenance bring that figure down, which lowers the electricity bill without any change in production.

To see the potential result of proper care for air compressor units, consider the case of Waupaca Foundry, shown below.

The foundry replaced aging equipment and corrected several long-standing problems in how its compressed air was produced and distributed.

This effort paid off with lower electricity, gas, and water consumption, and a return on the investment in a little over a year.

With regular maintenance, an upfront investment of this size becomes smaller because problems such as leaks and excessive pressure are corrected as they appear instead of accumulating for years.

That means the savings arrive gradually over time rather than through one large capital project.

How Often Is Air Compressor Maintenance Needed?

A logical next question to ask is what an air compressor maintenance schedule should look like.

The benefits are compelling, but resources have to be allocated sensibly, and servicing a machine more often than it needs wastes labor hours that other assets require.

There is no straightforward answer to this question, and it depends on your air compressor type.

All these types have different requirements because they produce compressed air in different ways and wear differently as a result.

Reciprocating compressors use pistons, valves, and rings that are in constant contact, so they need frequent attention to those wearing parts.

Rotary screw compressors have fewer moving parts, but the oil, separator, and filters need changing on a defined cycle.

Centrifugal compressors have no rubbing parts in the air path, so routine attention moves to the lubrication system, the bearings, and vibration readings.

These are just a few examples to consider. A strong guideline to follow is reading the manual, which gives you the manufacturer’s own view of what each component needs and when.

As an example, shown below is an excerpt from the Ingersoll Rand manual for a rotary screw compressor.

As shown, there are separate maintenance recommendations for the two types of coolant the compressor may use, and the intervals for food grade coolant are considerably shorter.

Plus, the caution is useful information because a compressor running at low demand may need more frequent checks, which is counterintuitive at first.

This last point concerns operating hours, one of several considerations that go beyond the compressor type and the components it uses.

Some other considerations are shown in the next table.

Operating hours	A unit running 24/7 hits each service interval far sooner than one used a few hours a day
Environmental conditions	Dust, heat, and humidity shorten filter and oil life, so intervals tighten
Load profile	A compressor near full load most of the day wears faster than one that idles unloaded

When we take the activity of the compressor and consider the environment it operates in and the intensity it runs at, we get a better idea of how far the manufacturer’s intervals should be adjusted.

With these pieces of information, you can start building a maintenance schedule for the individual components rather than for the machine as a whole.

Each part then receives attention on its own cycle rather than waiting for a single annual service visit.

Air Compressor Preventive Maintenance: The Key to a Successful Implementation 

As you can see, the maintenance planning stage can be complex on its own.

But we need to consider that an effective preventive maintenance program requires more than following a checklist.

Maintenance teams need a reliable way to schedule tasks, document inspections, track repairs, and monitor equipment performance over time.

Phillip Schupp, a Multi-Site Reliability Engineer at Mauser Packaging Solutions, reviewed maintenance practices across 25 facilities and described what he found to Plant Services.

Individual sites had developed their own habits over the years, with some good at planning and others good at documentation.

Documentation is usually the first task to be skipped because it produces no immediate benefit to the technician doing it, and without a shared system nobody notices which practices work.

One way to correct this is to employ a modern computerized maintenance management system (CMMS).

These systems replace paper records and spreadsheets with a single source of maintenance information, and their core features are shown below.

These capabilities cover the entire maintenance process, from the moment a request is raised to the report that shows how the asset performed, and act as a central record for every technician.

As an example, WorkTrek is a CMMS that helps organizations manage air compressor maintenance more efficiently.

Everything is kept in one place, and the system adds scheduling and automation to the core capabilities described above.

Instead of relying on rough estimates of when a compressor is due for service, you can base prevention on the machine’s own data.

WorkTrek allows you to set triggers based on meter readings, as illustrated next.

These triggers are configured once and then monitored continuously, with work orders generated automatically and sent to the assigned technician when the reading is reached, so nobody has to check the meter and remember what the number means.

For more routine inspections, scheduling works on time intervals in the same way, so daily and weekly checks appear without anyone remembering to create them.

That means the servicing intervals you established earlier are applied consistently, whoever happens to be on shift.

Conclusion

That covers what regular attention to your compressors returns and how to decide what it should look like.

The main point to remember is that compressed air equipment gives warning before it fails, provided somebody is scheduled to look.

Start with your manuals, adjust for how hard your machines work, and put the schedule somewhere it will be followed.

Key Takeaways:

• Missing parts not only delay maintenance but also often lead to repeat work.
• Maintenance costs will rise by 17% by Q4 2029. 
• Compliance with OSHA’s LOTO standard prevents 120 fatalities annually in the US.

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Every successful maintenance job begins long before a technician picks up a tool. In fact, it begins even before work is assigned.

Planners must first define the scope, identify the required parts, estimate labor and materials, prepare for safety, and ensure technicians have the information they need to complete the job successfully.

When this preparation is done well, maintenance becomes more efficient, predictable, and easier to manage. 

In this guide, you’ll learn exactly why getting work order planning right matters and the practical steps you can take to build a planning process that’s more consistent, repeatable, and better at delivering maintenance outcomes.

Effective Work Order Planning: Key Benefits

When work order planning is skipped or rushed, the consequences show up quickly.

Technicians arrive unprepared, jobs stall, emergency work increases, and production schedules become harder to protect.

The result is often unnecessary downtime, repeated trips to the storeroom, and higher labor costs.

Investing time in planning before work begins helps prevent these issues and creates a more efficient, predictable maintenance operation. 

Here are some of the biggest benefits of getting work order planning right. 

Fewer Delays From Missing Parts 

As a maintenance professional, you’ve likely seen technicians arriving at a job site only to discover that a required part, tool, or material isn’t available.

And you’ve also seen the subsequent delays and operational inefficiencies. 

What should have been a straightforward repair quickly turns into lost time as the technician searches for the missing item, waits for it to arrive, or leaves the job unfinished.

These interruptions not only delay the repair but also often lead to repeat work.

As Kristian Steenstrup, Vice President and Research Fellow at Gartner, notes: 

In other words, every uncertainty introduced after a work order is released increases the risk that the job will take longer than planned or require additional maintenance to correct incomplete or incorrect work.

Proper work order planning is designed to prevent these situations.

During the planning stage, you identify the exact materials, tools, and equipment needed to complete the task before assigning the work to a technician.

This includes verifying part numbers, checking inventory levels, confirming tool availability, and ensuring any specialized equipment or safety requirements are addressed in advance.

A thorough planning review should confirm:

• The exact parts, components, and consumables required for the job
• That all required materials are in stock or scheduled to arrive before work begins 
• Any specialized tools, test equipment, or lifting devices needed to complete the work safely
• Required permits, access arrangements, and safety preparations 
• Clear job instructions so technicians know exactly how the work should be performed 

When these checks are completed up front, technicians can begin work immediately rather than stopping to resolve preventable issues.

The result is fewer delays, less rework, better schedule adherence, and more time spent performing value-added maintenance rather than searching for parts or troubleshooting logistical problems.

More Accurate Time and Cost Estimates

Effective work order planning replaces rough estimates and guesswork with cold, hard data, making budgeting much more accurate. 

And with the maintenance costs constantly increasing, this matters more than ever.

For instance, the 2025 BCIS Facilities Management Forecast predicts that maintenance costs, as measured by the BCIS All-in Maintenance Cost Indices, will rise by 17% by Q4 2029. 

By estimating labor hours, parts costs, contractor support, and specialized equipment in advance, you gain a much clearer picture of the time and resources a job will require. 

Developing reliable estimates typically involves reviewing an asset’s maintenance history, consulting manufacturer documentation, analyzing similar completed work orders, and assessing the complexity of the repair.

Planners also consider site-specific factors such as:

• equipment accessibility
• safety requirements
• availability of specialized skills that could affect the scope of work

Rather than estimating the job as a whole, experienced planners break it into individual tasks and estimate each step separately, producing a more accurate overall forecast.

This level of preparation improves more than a single work order. 

When each planned job includes realistic labor and material estimates, maintenance managers can forecast departmental workloads more accurately, build more dependable maintenance budgets, and justify staffing and purchasing decisions with greater confidence.

Maintenance costs become more predictable because estimates are based on documented requirements rather than assumptions made during execution.

Accurate planning also lays the foundation for better forecasting. 

When planners consistently compare estimated labor hours, material usage, and job costs against actual results, they can refine future estimates based on real performance data. 

Over time, this feedback loop improves budget accuracy, supports smarter inventory planning, and reduces the likelihood of emergency purchases, cost overruns, and last-minute schedule changes. 

Higher Technician Wrench Time

Wrench time is the percentage of a technician’s shift spent performing direct, hands-on maintenance work.

Activities such as traveling between jobs, locating parts, gathering tools, waiting for permits, or searching for technical documentation are necessary, but they don’t count toward wrench time.

A 2024 study of maintenance operations at a chemical processing plant found that technicians spent an average of 28% of their shift performing direct maintenance work, with individual crews ranging from 20% to 35%.

In other words, technicians spent less than one-third of their workday performing the maintenance tasks they were assigned. 

The researchers identified poor job planning, parts procurement delays, and missing equipment information as leading causes of lost productive time, highlighting the critical role of planning in improving wrench time.

Many of these obstacles can be eliminated before work begins through effective work order planning.

By verifying that replacement parts are available, specialized tools are identified, technical documentation is accessible, and safety requirements are addressed, planners remove the interruptions that would otherwise slow technicians down in the field.

As Doc Palmer, Managing Partner at Richard Palmer & Associates, Inc., and author of McGraw-Hill’s Maintenance Planning and Scheduling Handbook, explains, 

The better prepared a work order is before it’s assigned, the more time technicians can spend repairing equipment instead of resolving logistical issues.

The impact extends well beyond a single maintenance task.

When technicians spend more of their shift performing productive work, your team can complete more planned maintenance without increasing headcount, reduce the backlog of outstanding work orders, and respond to equipment issues more efficiently.

Over time, higher wrench time also improves asset reliability by enabling maintenance teams to complete preventive work as planned rather than constantly reacting to avoidable delays.

Built-In Safety Preparation

Effective work order planning enables supervisors to proactively identify the requirements needed to complete the job safely, including:

• personal protective equipment (PPE)
• lockout/tagout (LOTO) procedures
• permits
• any hazards associated with the equipment or work environment 

Documenting these requirements in the work order ensures technicians arrive prepared rather than having to assess critical safety considerations under time pressure. 

Many safety controls require coordination before work can begin. 

Energy sources may need to be isolated, confined-space or hot-work permits may require approval, and specialized PPE or gas-monitoring equipment may need to be reserved in advance. 

Waiting until a technician is on-site to identify these requirements can delay the job, increase the likelihood of procedural shortcuts, or expose workers to unnecessary risks. 

That’s why effective safety preparation belongs in the planning stage, not as a last-minute decision made in the field.

According to OSHA, millions of workers service machinery and equipment where the unexpected startup or release of hazardous energy can result in serious injury or death if proper lockout/tagout procedures aren’t followed.

At the same time, OSHA estimates that compliance with its lockout/tagout standard prevents approximately 120 fatalities and 50,000 injuries annually in the United States.

These figures underscore the importance of identifying hazardous energy sources and documenting isolation procedures before maintenance work begins, rather than during execution.

Well-planned work orders also improve consistency across maintenance teams.

Instead of relying on individual technicians to remember every safety precaution, planners can standardize required procedures, attach job-specific safety instructions, and include references to equipment manuals or standard operating procedures.

This creates a repeatable process that reduces variability and helps ensure maintenance tasks are completed safely, regardless of who performs the work.

Templates Make Planning Repeatable

Good planning shouldn’t rely on one experienced planner to remember every detail of every recurring job.

If the quality of your work order rises and falls with whoever wrote it that week, you’ve built a skill, not a repeatable process. This won’t do. 

While experienced planners are invaluable, standardized processes are what enable maintenance teams to deliver consistent results as they grow. 

The way to achieve that consistency is through reusable job templates, checklists, and digital work order forms that capture proven planning practices.

Instead of recreating every work order from scratch, planners can start from a documented baseline and make adjustments only when asset-specific conditions require them. 

This reduces planning time, improves consistency, and helps ensure critical information isn’t overlooked.

Templates are particularly valuable for preventive maintenance and other routine tasks that follow the same basic process each time they’re performed.

Rather than redefining the scope, estimating labor, identifying replacement parts, and documenting safety requirements for every job, planners can reuse a proven plan that’s already been validated in previous work. 

This is where computerized maintenance management systems (CMMS) like WorkTrek come in, centralizing templates, maintenance histories, and cost data in one place.

WorkTrek’s Service Catalog, for example, allows planners to create reusable templates for recurring jobs that include predefined labor estimates, required parts and materials, safety procedures, task instructions, and other job-specific information. 

When a similar maintenance request is submitted, the appropriate template can be applied automatically, reducing planning effort while ensuring technicians receive complete, consistent work instructions.

WorkTrek also tracks actual labor hours, material usage, and job costs for completed work orders, making it easy to compare planned versus actual performance. 

That feedback helps planners continuously refine their templates, improve the accuracy of future estimates, and build a planning process that becomes smarter with every completed maintenance task.

Conclusion

Since planning happens behind the scenes, it’s easy to treat it as little more than an administrative task.

Yet effective work order planning reduces delays, improves technician productivity, controls costs, prevents rework, and helps maintenance teams work more safely. 

If your planning process still depends on spreadsheets, paper forms, or institutional knowledge, now is the time to rethink it.

A modern CMMS like WorkTrek helps you standardize work order planning, create reusable job templates, and capture the data needed to continuously improve maintenance performance.

With the right processes and tools in place, every work order becomes an opportunity to work smarter, not just harder. 

And when every job starts with a solid plan, every maintenance outcome is more likely to succeed. 

Key Takeaways:

• Strengthening the work order process significantly improves PM schedule compliance.
• Workers spend about 25% of their workweek looking for information.
• One company reduces its backlog by 70% by improving its WO process.

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Many unplanned breakdowns in manufacturing facilities tell the same story: something was wrong before, but nobody caught it in time.

The warning signs were there.

A work request that never got prioritized, an inspection that kept getting deferred, or a repair that was completed but never properly documented.

The equipment didn’t fail randomly; the process around it did.

At the center of that process is the work order. 

It’s where maintenance activities are requested, planned, executed, and documented. 

Weaknesses in your work order process can affect nearly every aspect of maintenance, from technician productivity and preventive maintenance to equipment reliability and operational costs. 

Understanding the work order process is the first step toward improving it. 

In this guide, you’ll learn how a typical work order process works, the common challenges that undermine it, and how the right processes and technology can help your maintenance team operate more efficiently and proactively. 

A Closer Look at a Typical Work Order Process

No two companies handle work orders in the same way. 

Your process may include additional approval steps, a different ticketing system, or a unique escalation path. 

While the exact workflow varies by industry, facility size, maintenance strategy, and maintenance tools, most organizations follow a similar sequence of steps when managing maintenance work:

Identify the maintenance need	A work order begins when someone identifies a maintenance issue, such as an equipment failure or a safety concern.
Submit a request	The request captures essential information, including the asset, issue description, priority, location, and more.
Review and approve the request	A maintenance manager verifies the request, determines its priority, and decides whether to approve it, defer it, combine it with other work, or reject it.
Plan and schedule the work	Once approved, the work order is planned and scheduled based on factors such as equipment criticality and safety.
Assign the work order.	The job is assigned to the technician or team with the appropriate skills, certifications, and availability.
Complete the maintenance work	Technicians perform the task, record labor hours, document parts used, and capture any relevant observations during the repair.
Verify and close the work order	The work order is closed; the completed work is documented, creating an upkeep history that supports future planning and decision-making.

These steps aren’t just theoretical. 

A good example is E. & J. Gallo Winery, one of the world’s largest wineries.

The company’s maintenance team identified gaps in its reliability program, particularly around managing corrective work orders.

Before improving its approach, the team struggled to understand where maintenance resources were being spent and lacked consistency across its facilities.

To address these challenges, Gallo created a more structured word order workflow built around five key stages: approval, planning, prioritization, scheduling, and execution. 

During this process, the company discovered that its team was focusing more on scheduling work than on properly planning it. 

As the company’s Director of Engineering and Maintenance, John Lazar, put it: 

This distinction is important.

Scheduling focuses on when a job will be completed, while planning focuses on what is required to complete it successfully, including the necessary parts, tools, procedures, and potential challenges.

By strengthening each stage of its work order process across five facilities, Gallo improved schedule compliance from 50% to 77% and gained greater control over corrective maintenance activities. 

Common Work Order Problems That Sabotage the Entire Process

A work order process rarely fails because of a single mistake. 

More commonly, it’s weakened by small execution gaps such as missing information, delayed approvals, or poor communication. These issues compound over time. 

It’s important to understand how they affect your maintenance operation before deciding how to solve these problems.

Incomplete Work Orders

An incomplete work order might look like a minor inconvenience on paper, but it can quickly disrupt your entire maintenance process. 

A technician can’t immediately begin a repair if they open a work order that’s missing an asset’s history, the required parts list, or a clear description of the problem.

Instead, they may need to track down a supervisor for more details, search through old records, or return to the equipment to diagnose the problem themselves, all before they’ve turned a single wrench.

This delays response times and shifts technicians away from productive maintenance activities toward information gathering and administrative tasks.

The impact is even greater in manufacturing environments, where conditions change constantly.

Equipment failures, production schedules, and maintenance priorities can shift throughout the day. 

A delay on one work order does not occur in isolation; it can create a backlog that affects every task scheduled afterward.

This is a challenge across all industries and sectors, not just maintenance.

Atlassian’s State of Teams 2025 report found that teams spend more than 25% of their workweek searching for information.

In a typical 40-hour workweek, that’s the equivalent of spending about 10 hours, more than a full workday every week, just looking for information needed to complete tasks.

For maintenance teams, this lost productivity can appear as technicians searching for equipment manuals, previous repair records, asset details, or failure history instead of performing maintenance work.

The consequences extend beyond wasted technician hours.

For example, when a technician spends even 20 or 30 minutes searching for missing information during an urgent repair, the delay can:

• Slow production recovery
• Increase operational costs 
• Extend equipment downtime

Every minute spent chasing information is a minute taken away from restoring equipment and keeping operations running efficiently.

Chronic Backlog Accumulation 

A maintenance backlog isn’t automatically a sign that something’s wrong.

A healthy, well-managed backlog helps maintenance teams prioritize work, plan resources, and keep technicians productive.

As Aaron Ridgway, founder of Ridgway Resilience, a maintenance and reliability training and consulting organization, explains:

The trouble starts when that backlog grows beyond what your team can realistically manage.

An excessive backlog means maintenance tasks continue to accumulate faster than they can be completed.

Over time, maintenance requests pile up, work orders remain unassigned, and lower-priority tasks are repeatedly deferred, with no one tracking how long they’ve been waiting. 

Many maintenance professionals consider a backlog of roughly two to four weeks to be healthy because it provides enough planned work to keep technicians productive without overwhelming the team. 

If your backlog consistently exceeds that range, it’s a strong indicator that maintenance demand is outpacing available resources or that work isn’t being managed effectively. 

Once your backlog grows beyond a healthy level, maintenance teams naturally focus on the most urgent work, leaving lower-priority repairs and preventive maintenance tasks waiting. 

Over time, those seemingly minor issues can develop into larger failures that require longer downtime, additional resources, and more expensive repairs. 

A good example comes from this large offshore energy company that struggled with an excessive maintenance backlog across its operations.

As work orders accumulated, maintenance planning became increasingly difficult, making it harder to prioritize maintenance activities and deploy resources effectively.

After redesigning its work management process and strengthening its planning and scheduling practices, the company reduced its maintenance backlog by 70%, improving operational performance and responsiveness.

While not every organization will experience a backlog at this scale, the case illustrates how an unmanaged backlog can gradually erode maintenance efficiency until it becomes a significant operational challenge.

An unmanaged backlog also puts pressure on maintenance teams.

Faced with a constant queue of overdue work orders, technicians may rush jobs, shift priorities frequently, or focus almost exclusively on emergency repairs.

This reactive cycle makes it harder to complete planned maintenance activities and maintain long-term equipment reliability.

The impact extends beyond the maintenance department.

A growing backlog can make it harder for managers to accurately understand the true condition of their assets, forecast workload, and allocate resources effectively.

When too many unresolved issues accumulate, the maintenance team is no longer managing the backlog; the backlog is managing the team.

Poor Performance Visibility

You can’t improve what you can’t see.

Yet many maintenance teams struggle to measure performance because work order data is incomplete and inaccurate, reporting is inconsistent, or key performance metrics are missing altogether. 

Without reliable data, managers are forced to make decisions based on assumptions rather than evidence. 

In maintenance, this plays out in familiar ways.

A manager might assume the team is keeping up with planned maintenance because no one has raised concerns, only to discover during a budget review that reactive repairs have quietly overtaken preventive maintenance for months. 

Inaccurate reporting often causes managers to overestimate how much planned work is being completed and underestimate the time lost to delays, administrative work, and recurring failures. 

Ricky Smith, Vice President of World Class Maintenance, a maintenance and reliability training and consulting organization, summarizes this problem well:

Poor visibility also leads to poor resource allocation. 

Without accurate, real-time data, decisions about staffing, scheduling, inventory, and budgets become educated guesses. 

A manager might assign additional technicians to what appears to be an overloaded area when the real issue is that work orders are sitting unassigned or awaiting approval. 

Likewise, recurring equipment failures may continue to receive reactive repairs because incomplete maintenance records hide the underlying pattern. 

A metric has little value if it doesn’t drive action. 

Reports become little more than paperwork, and recurring problems remain hidden when performance visibility is poor.

Overreliance on Reactive Work 

Reactive maintenance isn’t inherently bad.

Equipment failures and emergency repairs are an inevitable part of running a manufacturing operation.

The problem arises when reactive maintenance becomes the norm rather than the exception.

When maintenance teams spend most of their time responding to emergencies, it often reflects deeper issues elsewhere in the maintenance operation.

Instead of preventing failures before they occur, technicians are forced into a constant cycle of responding to them.

However, reactive maintenance is more common than many organizations realize.

A McKinsey survey found that, on average, only 51% of maintenance activities are preventive, suggesting many manufacturers still devote a significant share of their maintenance effort to unplanned work.

Rather than following a proactive maintenance strategy, many teams continue to spend much of their time reacting to equipment failures after they’ve already occurred.

The financial consequences can be substantial.

Organizations that rely heavily on reactive maintenance often experience more frequent and costly unplanned outages.

According to ABB’s 2023 Value of Reliability survey, the typical industrial business loses about $125,000 for every hour of unplanned downtime. 

Despite these costs, the survey also found that one in five organizations still follow a run-to-fail maintenance strategy, while 69% report experiencing unplanned outages at least once a month. 

The impact extends beyond productivity and cost.

Equipment allowed to operate with unresolved defects or deferred maintenance presents greater safety risks to both operators and maintenance personnel.

Minor issues left unaddressed can escalate into major failures that:

• Disrupt production
• Damage equipment
• Create hazardous working conditions

Verve Viitanen, Head of Global Customer Care and Support at ABB Motion Services, reinforces the value of a proactive approach:

Reactive maintenance will always be part of manufacturing. 

The goal isn’t to eliminate emergency work, but to ensure it remains the exception rather than the strategy. 

Modern CMMS: One Tool that Solves All These Challenges

The work order challenges we’ve covered are rarely isolated problems. 

Incomplete work orders, growing backlogs, poor visibility, and reactive maintenance often reinforce one another, creating a cycle that’s difficult to break.

A modern computerized maintenance management system (CMMS), like WorkTrek, helps break that cycle by bringing structure, consistency, and visibility to every stage of the work order process. 

It provides a centralized platform where maintenance requests, work orders, asset history, preventive maintenance schedules, inventory records, and performance data all live in one place.

That said, software alone isn’t a silver bullet. 

Success still depends on:

• Well-defined workflows
• Clear responsibilities
• Consistent execution

A CMMS provides the tools to support those processes, but it doesn’t replace them. 

When paired with strong maintenance practices, however, it enables teams to execute those processes more consistently and efficiently. 

The process starts with better work requests. 

To reduce incomplete work orders and eliminate information gaps, WorkTrek’s Work Request Management feature gives employees a standardized way to submit maintenance requests. 

By capturing essential information such as asset details, issue descriptions, priority levels, and supporting attachments upfront, technicians spend less time chasing missing information and more time resolving the problem. 

Once a request is approved, it becomes a structured work order.

WorkTrek’s Work Order Management feature centralizes everything technicians and supervisors need, including asset history, assigned personnel, labor hours, parts used, checklists, notes, and completion status. 

With everyone working from the same up-to-date information, technicians arrive better prepared, supervisors gain real-time visibility into work progress, and managers can make decisions based on accurate data rather than assumptions. 

Effective planning also depends on having the right parts available when work begins. 

WorkTrek’s Parts Inventory Management feature gives maintenance teams real-time visibility into inventory levels, parts usage, and reorder points. 

This helps planners confirm that required materials are available before scheduling work, which reduces delays caused by missing inventory, emergency purchases, or last-minute trips to the storeroom.

From there, Preventive Maintenance capabilities help shift maintenance from reactive to proactive. 

WorkTrek can automatically generate recurring work orders based on time intervals, equipment usage, or meter readings, making it easier to schedule routine maintenance before equipment problems escalate into costly failures. 

The clarity of data enables maintenance teams to consistently complete preventive work and reduce their dependence on emergency repairs.

Ultimately, a CMMS doesn’t improve maintenance simply by digitizing work orders. 

It improves maintenance by making the entire work order process more structured, visible, and accountable. 

Combined with well-defined processes and consistent user adoption, WorkTrek provides maintenance teams with the foundation they need to reduce reactive work, manage the backlog more effectively, improve performance visibility, and keep critical assets operating reliably. 

Conclusion

The work order is the backbone of your entire maintenance operation.

When it’s ineffective, your team struggles to respond quickly, plan work effectively, allocate resources efficiently, and keep critical assets operating reliably. 

Many common maintenance challenges can often be traced back to weaknesses in the work order process.

Improving that process means making sure every maintenance activity starts with the information needed to complete the job successfully. 

A modern CMMS like WorkTrek supports that effort by establishing a consistent workflow and providing your team with a single source of truth for maintenance information.

But software is only part of the equation. 

Lasting improvements come from the people and processes behind it, with technology helping your team execute their tasks consistently.

Key Takeaways: 

• Manufacturers lose an estimated $1.4 trillion annually to unplanned downtime.
• Over one-third of employees lose 40+ hours yearly due to unclear communication.
• Tracking KPIs ensures a measurable, continuously improving upkeep operation.

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Most maintenance teams don’t fail for lack of skill. They fail because of inefficient work order processes. 

A work order arrives with insufficient detail, no one clarifies it, and a technician shows up to the job unprepared. 

Or five people request the same repair through five different channels, and two technicians end up doing the same work on the same day. 

These problems rarely seem significant at first. However, they accumulate until the backlog grows, costs climb, and reactive firefighting becomes the default.

This guide walks through five concrete steps for building a work order process that addresses these problems and actually works.

Map Your Current Process

Before improving your work order workflow, you first need to understand how work gets done right now.

That’s why maintenance process mapping is the first step to building an effective maintenance work order process.

It enables you to uncover and address hidden inefficiencies, such as communication gaps, poor documentation practices, or delays caused by unclear responsibilities.

For instance, the 2021 EDH Technology survey shows that 41% of manufacturing workers struggle to find the information they need.

In a maintenance department, that could mean looking for the latest work order, chasing approvals, or trying to understand who is responsible for the next step. 

Those seemingly small delays quickly add up across hundreds or even thousands of work orders every year.

The easiest way to uncover those inefficiencies is to trace a single work order from the moment a problem is reported until the job is officially closed.

Ask questions like:

• How was the issue reported in the first place?
• Who received the request, and how long did it sit before someone responded?
• Who decided the priority level?
• How were labor hours, spare parts, and downtime recorded?
• How was the completed work documented and verified?

The answers often reveal hidden gaps in your operations.

Break down every step exactly as it happens today, even if the process looks messy.

A simple flowchart, like the one you see below, is often enough to get started. 

Begin with the maintenance request and map every handoff, approval, assignment, repair, inspection, and close-out. 

You will quickly discover that many delays may happen outside your documented process. 

Phone calls, hallway conversations, sticky notes, personal spreadsheets, and verbal approvals often become unofficial systems for managing maintenance work.

In the end, moving those habits into a CMMS will not solve the problem. 

You will simply digitize the confusion.

Mapping your existing workflow first helps you identify those weaknesses before they become permanent.

Standardize Work Order Intake

Once you map your process, you need to improve how data comes in. 

If one technician receives maintenance requests by phone, another by email, and someone else logs them in a spreadsheet, you have a potential problem before the work even begins. 

Every request follows a different path, which means information gets recorded differently or, worse, not at all. 

Over time, this can create:

• Inconsistent data
• Duplicate work orders
• Missing asset history 
• Delayed repairs

A technician might receive a phone call about a leaking pump but forget to log it. Someone else might update a spreadsheet but omit critical details like the asset ID or priority level. 

A tragic example of why standardization matters occurred in 2010 at DuPont’s Belle facility in West Virginia. 

A braided steel hose connected to a one-ton phosgene tank suddenly ruptured, releasing a highly toxic gas. A veteran operator was exposed to the leak and died the following day. 

During its investigation, the U.S. Chemical Safety and Hazard Investigation Board (CSB) found several maintenance management failures, including:

• the absence of an effective system to schedule hose replacements
• weak authorization controls
• no formal process for reporting deteriorating equipment

Employees had previously observed issues with aging hoses, but those concerns were never consistently documented or tracked.

This is exactly why standardizing your work order intake matters. 

Preston Ingalls, President of the consultancy TBR Strategies, puts it perfectly: 

Every maintenance request should follow a single, consistent workflow from the moment it is reported until the job is completed.

And the best way to standardize work order data is to use a CMMS like WorkTrek.

Instead of allowing requests to arrive through multiple disconnected channels, WorkTrek centralizes them into standardized digital work order forms and configurable workflows. 

Every maintenance request follows the same process from submission to completion, regardless of who reports the issue.

With WorkTrek, you can use prebuilt work order templates to ensure consistency across the board.

You can require mandatory fields such as asset ID, location, priority level, and failure description so technicians never miss critical details.

Additionally, your team can attach photos, inspection reports, manuals, and other documentation directly to the document, all from their phones. 

Automated notifications also keep requesters, supervisors, and technicians informed throughout the entire lifecycle of the work order.

With WorkTrek, those hidden work order inefficiencies are eliminated.

Visibility, data accuracy, and accountability increase significantly across the entire workflow. 

Establish Prioritization Rules

Not all work orders are created equal. 

A burning motor is obviously more urgent than a squeaky door.

If you do not have clear prioritization rules, your technicians will work on whatever they see first. 

This is a dangerous way to run a maintenance team.

You need strict rules for what constitutes a high-priority task. Otherwise, you expose your operation to the biggest productivity killer of them all: unplanned downtime.

According to Siemens’ 2024 True Cost of Downtime report, the world’s 500 largest manufacturers lose an estimated $1.4 trillion every year to unplanned downtime, roughly 11% of their annual revenue. 

One of the simplest ways to reduce maintenance costs is to establish work order prioritization rules.

Most organizations evaluate work orders using a tiered approach. 

Safety risks always come first, followed by regulatory or environmental compliance, asset criticality, operational impact, and finally routine maintenance. 

These elements are typically all laid out in a matrix that combines likelihood with the severity of the issue, as shown below: 

Or you could also simplify decision-making by assigning priority levels such as A, A*, B, and C, where each level represents a predefined response based on risk and business impact, like so:

This also improves workload planning, allowing managers to see how many high-priority tasks are waiting and adjust staffing before bottlenecks develop.

Without prioritization rules, your team may always be reactive or never get ahead of the preventive maintenance schedule.

Establishing these rules takes a little time up front, but it saves hundreds of hours later. 

Define Clear KPIs

Defining clear Key Performance Indicators (KPIs) is one of the most reliable ways to determine whether your maintenance work order process is actually improving.

Below, you can watch an informative guide on maintenance KPIs by Ed Surber, Founder & Head of Operations at PIE Electric Inc., an electrical services provider:

Contrary to popular belief, maintenance KPIs aren’t only for massive refineries or manufacturing plants.

Every facility, from schools and hospitals to warehouses and commercial buildings, can use maintenance metrics to identify bottlenecks and continuously improve operations.

Here are some of the most valuable KPIs your maintenance team can monitor:

KPI	Why it matters	What does it tells you
Mean Time to Repair (MTTR)	Measures how quickly assets are restored after failure.	High MTTR may indicate inefficient troubleshooting, poor spare parts availability, or inadequate technician training.
Preventive Maintenance (PM) Compliance	Tracks the percentage of scheduled PM tasks completed on time.	Low compliance often signals resource shortages, unrealistic scheduling, or excessive reactive work.
Work Order Completion Rate	Measures how many assigned work orders are completed within the planned period.	Helps identify backlog growth and overall maintenance productivity.
Planned vs. Reactive Maintenance Ratio	Compares planned maintenance against emergency repairs.	A higher percentage of planned work generally indicates a more mature and proactive maintenance program.
Maintenance Backlog	Measures outstanding maintenance work waiting to be completed.	A growing backlog may indicate understaffing, poor prioritization, or recurring asset failures.
Schedule Compliance	Tracks how closely technicians follow the planned maintenance schedule.	Reveals whether daily maintenance plans are realistic and achievable.

These metrics tell you not only how quickly your team fixes equipment but also how effectively it prevents failures in the first place.

For example, if your MTTR continues to increase, the problem may not be your technicians at all.

It could indicate delays in locating spare parts, lengthy approval processes, or poor work order planning.

Likewise, consistently low PM Compliance often suggests your team is overloaded with reactive work or scheduling more preventive maintenance than available resources can realistically support.

Looking at multiple KPIs together provides even greater insight. In fact, Reliable Magazine estimates plants track about 30 metrics. 

However, KPIs aren’t just for your supervisors to track. Technicians should also be able to access and monitor them. 

When teams understand how their work contributes to larger operational goals, they are more likely to identify inefficiencies, suggest improvements, and take ownership.

Track these metrics consistently, review them regularly, and look for trends instead of isolated numbers. 

Over time, better visibility replaces guesswork, allowing your maintenance team to spend less time firefighting and more time building a reliable, proactive maintenance operation.

Develop Standard Operating Procedures

Standard Operating Procedures (SOPs) document exactly how a maintenance task should be performed. 

You can see a template for one such document below:

These documents are more important than many realize.

Without one, two technicians are more likely to repair the same asset using completely different methods. 

That inconsistency can lead to safety risks, longer repair times, and unreliable maintenance records.

This is why industries such as manufacturing, oil and gas, chemicals, pharmaceuticals, healthcare, utilities, aviation, and construction rely heavily on SOPs.

A good work order SOP may contain the following elements: 

Scope and objective	Defines exactly what the procedure covers.
Required tools, parts, and PPE	Ensures technicians arrive prepared.
Safety precautions	Identifies hazards before work begins.
Step-by-step procedure	Creates consistency across every technician.
Inspection and testing	Confirms the repair was successful.
Documentation and sign-off	Maintains complete maintenance history.

Note: Elements may vary by industry type

Another great advantage of well-crafted SOPs is that they preserve institutional knowledge. 

Experienced technicians eventually retire, change jobs, or move into leadership roles. SOPs allow their expertise to remain part of your maintenance program.

Digital SOPs make everything even easier and more accessible. 

Rather than updating paper manuals or emailing revised instructions, maintenance teams can instantly publish the latest version.

If a safer inspection method, improved repair technique, or new regulatory requirement emerges, everyone can access the same updated procedure immediately.

Essentially, your SOPs evolve alongside your equipment, workforce, and maintenance practices.

Conclusion

Improving your maintenance work order process does not happen overnight, but every improvement builds on the last. 

A well-defined workflow helps eliminate confusion, ensures work is prioritized correctly, and gives technicians the information they need to complete jobs efficiently. 

Combined with measurable KPIs and standardized procedures, your work order process becomes a reliable system for driving continuous improvement. 

The sooner you build that foundation, the easier it becomes to reduce downtime and keep maintenance operations running smoothly. 

Key Takeaways:

• Mapping out upkeep processes ensures that a new tool fixes problems rather than repeating them.
• Defining clear KPIs before committing to a system helps avoid buyer’s remorse.
• Centralizing scattered maintenance data into one system creates a single source of truth.
• Training your team ensures a system gets used more consistently and effectively.

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Are you currently looking to implement a digital tool into your maintenance operations?

These systems can do a lot for your team, from cutting downtime to helping keep better records.

But buying a feature-rich system is not enough on its own.

Without a few important steps taken beforehand, even a capable tool can fall short.

That’s why this article will walk you through seven steps for successfully using digital tools to improve your maintenance workflows.

1. Map Your Existing Processes

You need a clear picture of how work flows across your teams and sites before bringing in any digital tool.

Audrey Van de Castle, senior director of operational excellence technology at Stanley Black & Decker, talked on this topic on a recent podcast.

She explained that adding a digital solution on top of an ineffective workflow is rarely the right move.

As she notes, software alone won’t fix weak accountability or team culture, so it pays to look at those first.

A new system tends to copy any current inefficiencies rather than remove them without that baseline.

A digital tool runs your process exactly as it is, so any weak or wasteful steps are just carried out faster rather than being fixed.

With that in mind, the goal is to map out your key maintenance processes from start to finish.

Look at how you handle preventive and scheduled maintenance, then do the same for reactive, breakdown work, and so on.

What you want at the end is a clear view of each maintenance flow, end to end.

An example flow for a directly reported incident might look like the image below.

Of course, this is a simplified flowchart, and your own maps should capture as much detail as possible.

That includes aspects such as flow branches for when a request is approved or rejected, as well as your assignment rules and approval steps.

It also helps to ask a few guiding questions about each process, shown next.

Answering these for every workflow surfaces the gaps and handoffs that a digital tool will later need to support.

Once this is done, you’ll have a documented baseline of how your maintenance runs today, which sets up every decision that follows.

2. Define What You Want the New Tool to Achieve

Once you have your processes mapped, the following step is to figure out how a digital tool fits into them and what you want it to achieve.

This step matters more than it might seem, because choosing the right software is something many teams struggle with.

In fact, according to data from Capterra, almost half of the surveyed manufacturers had trouble identifying the right solution for their needs, and many later regretted their purchase.

A big reason for this is that teams focus on flashy features rather than their own goals first.

What tends to happen is that companies compare systems by feature depth and unique capabilities, then commit to the most impressive option.

The problem is they never planned how those features would support their actual maintenance work, so they end up dissatisfied.

That is why it helps to start with the broader goals you want to reach, paired with specific KPIs to track your progress.

The image below shows two sample goals and a few metrics tied to them.

Your own goals will depend on where your operation needs the most help.

A simple way to set them is to look at your biggest pain points from the mapping step, then attach one or two measurable targets to each.

With clear goals and metrics established, you have a way to measure success.

3. Find the Right Tool

The right tool should fit your operation’s size and workflow complexity, and stay within your team’s technical comfort zone.

And, since you now should have some concrete goals and metrics, you can try to find tools that will move you toward them.

Say, for example, you want to reduce unplanned downtime, with better schedule adherence as the KPI you track.

You could then look for a tool with an intuitive scheduler like the one below, plus features that show each work order’s status.

If that same tool also pushes you toward your other goals, even better.

In your own operations, you might need one highly specific system that is focused on a single workflow, or something more general that covers many use cases. 

The table below maps some common goals to the tool types that typically fit them best.

Goal	The tool type that fits
Cut unplanned downtime	CMMS with strong PM scheduling
Stop running out of parts	Parts & inventory management system
Digitize inspections & checklists	CMMS with mobile app, digital forms app
Stay audit- and compliance-ready	CMMS with checklists & audit trails
See across multiple sites	Enterprise CMMS or EAM
Predict failures before they happen	CMMS with condition monitoring, IoT platform

As you can see, CMMS appears repeatedly in this table because it is generally the best digital tool for streamlining maintenance overall.

Take WorkTrek as an example, our own cloud-based CMMS built to manage maintenance work in one place.

It covers the core areas most teams need, with features like:

• Work order management
• Preventive maintenance scheduling
• Inventory and parts management
• Digital checklists and inspections
• A mobile app for technicians
• Dashboards and reporting

In practice, with WorkTrek, a request can come in, turn into a work order, get scheduled and assigned, then close with parts and history logged in the same system.

Ultimately, a CMMS system like this one supports many processes at once, which is what makes it a natural fit for streamlining maintenance workflows.

4. Centralize Data

Another major source of inefficiency in maintenance is fragmented information.

This simply means your maintenance data is stored in many separate places instead of one, so no one has the full picture.

It can happen for many reasons, from old habits to skipping shared processes and letting each person track work their own way.

Whatever the cause, the result is usually messy.

One Reddit thread captures this well, with the writer describing maintenance data spread across several digital systems or jotted down on paper, when it gets recorded at all.

Their main frustration is that almost nothing is tracked in a reliable, consistent way.

The fix is to bring all that scattered data into one place and create a single source of truth.

This takes real effort, since it means pulling data from many different sources, a few of which are shown below.

Centralizing data that is already digital tends to be easier, especially if some standardization was followed along the way.

It usually involves organizing records from legacy systems and spreadsheets, then moving them into one place.

Physical data is a bit trickier to handle.

Handwritten notes and paper checklists need to be digitized and matched to the right assets before they are useful.

Then there is tribal knowledge, the undocumented knowledge that your technicians hold, which you will want to write down and store in the system while those people are still around.

The point is that this work has to be done for the rest of your digital effort to succeed.

Done well, it turns scattered records into data your whole team can trust.

5. Digitalize Only One Key Workflow First

Once your data is centralized, it can be tempting to digitize every workflow at once.

That is usually a mistake.

A better approach is to gradually introduce this digital change and start with one high-impact process. 

In essence, you want to prove the system works to yourself and your team and refine your process before expanding.

Some useful data here comes from Prosci’s Best Practices in Change Management research, which surveyed more than 2,600 change practitioners across projects that included implementing new digital technology.

Their findings show that teams with excellent change management were about seven times more likely to meet or exceed their objectives.

Even without a dedicated change manager on staff, the lesson here is that a careful and well-planned rollout beats rushing.

For digital tools specifically, a gradual approach works best, so we suggest focusing on improving a single workflow first.

This can be a fairly simple process that lets you test the system in real conditions.

You have plenty to choose from, and even one work-order lifecycle has several points worth improving, like assignment automation, work order prioritization, mobile checklists, and forms…the list goes on. 

No matter the workflow you choose, you want to consider specific types of improvement to aim for, with three key categories shown below.

These overlap quite a bit, so treat them as a general direction rather than strict aspects.

Which one you start with depends on the workflow you pick and your situation.

If your team lacks clear insight into work order assignments, you could start by improving this workflow’s visibility. 

On the other hand, if some processes already work but cost too much time or money, you could focus on efficiency and spending instead.

In short, starting with one workflow and a specific type of improvement keeps the change manageable and gives you a model to repeat.

6. Train Your Team

With all this focus on tools and digitizing, it is easy to overlook your team, the people who will use the new system.

They are the ones who decide whether your investment pays off.

For that reason, proper training is not optional; it is what turns a new tool into a daily habit.

The exact training will depend on your team and your system, but a few practices tend to help in most cases.

To highlight one training tip, you want to keep it as realistic as you can.

Where possible, train people on the workflow you chose to digitize first, and have your more tech-savvy staff act as internal mentors who support others. 

This gives everyone hands-on practice and a clear person to ask when questions come up.

Next, role-based onboarding also matters a lot when you are working with a feature-rich platform like a CMMS.

After all, not everyone needs to know every aspect of the system.

As an example, a technician might mainly learn about work orders and the mobile app, while a maintenance planner would focus more on scheduling and reporting features.

On that topic, Steven McKissick of MRI Software points out that the right system can make this learning and onboarding process easier, depending on how clean its interface and overall design are.

In other words, an intuitive tool lowers the training load for the whole team.

Get this right, and your team adopts the system instead of avoiding working with it.

That adoption is what makes the rest of your effort worthwhile.

7. Create Operational Guidelines for the New Tool

One last piece that is closely related to training is giving your team standard operating procedures, or SOPs.

These are written rules for how work, and the system itself, should be handled.

A good SOP follows a clear, repeatable structure, with a handful of essential elements.

The purpose of these elements is to ensure anyone can pick up a procedure and carry it out the same way every time.

After all, when every technician uses the tool the same way, your workflows become smoother, and data reflects what is happening.

The digital tool you choose can take on a lot of this work for you.

For instance, a solid knowledge base, tied to features like work order management, can hold your step-by-step instructions right where the work happens.

You will still need to adapt and build on these over time, but the overall goal is to make them fit naturally into your wider maintenance workflows.

Done consistently, SOPs keep your data reliable and your whole team working the same way.

Conclusion

And that is the overall process.

It gives you a steady way to bring a digital tool into your maintenance operation without the usual headaches, if followed step by step.

Above all, start slow and begin with your own needs and a close look at your current processes before you pick tools.

Do that, and you give your new system the best possible chance to be adopted and improve how your team works.