The technical database is all the information needed to plan and schedule efficiently and effectively. Having the eight components of the technical database in place will allow quick determination of the what, how, how long, who, and when of a maintenance job.
Application of three simple best practices will generate the most value from the technical database. Focus on developing a technical database that is accurate, accessible, and applied.
Accurate
There are two aspects of accuracy to focus on. The data should be correct and complete. The importance of having a technical database that is correct is obvious. The data will be used to plan, schedule, and execute daily maintenance work. Data accuracy is especially important for elements of the technical database that are used for critical and repetitive maintenance jobs. Some examples include drawings and engineering standards.
The technical database should also be complete. Aim to have 100% of the maintainable assets covered by the technical database. If this seems like an impossible goal, focus on components that serve as a foundation of the work management system. Examples would be equipment hierarchy and bills of material.
Use management processes to set expectations for the data. Accuracy will be improved by having clear ownership of each element. A single person who is accountable for a particular element will allow better control. To keep the data accurate, ensure all changes made in the field are reflected in the data. This is best done through a managed and well-documented management of change process.
Accessible
It’s important not to overlook the accessibility of each component of the technical database. To be fully accessible, all users must understand and be able to locate the data. Planners, schedulers, and supervisors need to know where to look for key information as part of their normal work routine. Ensure key personnel have the correct permissions needed to view, and when necessary, edit the technical database. Problems with accessibility most often occur when elements of the technical database are managed by separate departments. This often occurs with drawings but can also be a problem with criticality analysis.
Accessibility is improved by providing training on the information. Train supervisors and crews how to read drawings and planners how to access bills of material. Train crews how to use standard job plans and engineers what standards are available and when to use them.
The best method for storing documents is an electronic database that is easily searchable. Storing the documents in a structure that matches the equipment hierarchy is a good way to keep everything organized. Storing documents directly in the CMMS will work in many cases. This is a best practice for standard job plans and criticality scoring.
Applied
To be of any value, the technical database must be applied to the work in the field. Having well-organized documents that are accurate and accessible doesn’t add any value unless it is used to drive improved work execution.
To ensure the technical database is being applied, conduct spot checks on a routine frequency. Check work notifications are written to the correct level of the hierarchy. Talk with planners to uncover issues with bills of material. Discuss how the criticality analysis is being used to set work order priorities with the schedulers. Review standard job plans and work packages to verify drawings and relevant portions of equipment manuals are being included.
Using Best Practices to Improve Maintenance Work Management
Work management processes are improved with an accurate, accessible, and applied technical database. The documents, files, drawings, instructions, lists, and standards needed for planning and scheduling must be correct and complete. The data also needs to be in an easily accessed and organized structure. Train users in what information is available and how to locate it. Ultimately, the data must be used to be of value. Check that crews have the information they need and aren’t wasting time looking for additional instructions. An organized technical database will streamline the planning process and lower maintenance costs. With access to the right information crews will perform better work in the field. The higher quality maintenance work and efficient planning will lead to lower overall costs of production.
The technical database is made up of eight components, if you’re interested in learning more about each component follow along with the series as it is updated each month.
John Sewell, CMRP was a Consultant with IDCON INC from 2020-2025. IDCON is a specialized management consulting firm in the field of reliability and maintenance management. As a consultant, John worked with clients in any industry to improve reliability and lower manufacturing and maintenance costs through hands-on coaching and training.
Many who work in mine and site maintenance will probably tell you that chaos not only reigns but has moved in and set up shop. This is not for a lack of planning in maintenance because in fact, it's quite to the contrary as many mining operations have entire departments dedicated to maintenance planning. The problem in many instances is that the effort that goes into creating those plans is not matched by the support required to make them effective.
Many who work in mine and site maintenance will probably tell you that chaos not only reigns but has moved in and set up shop. This is not for a lack of planning in maintenance because in fact, it's quite to the contrary as many mining operations have entire departments dedicated to maintenance planning. The problem in many instances is that the effort that goes into creating those plans is not matched by the support required to make them effective.
The consistent use of accurate engineering standards represents a huge opportunity to simplify the planning process. Engineering standards cover a wide range of topics from design to operation and maintenance activities. Many already exist and are commonly used across industries. Plant-specific standards take an initial time investment to create, but once written can be reliably used to speed up the planning effort, provide clear instructions to work crews, and help standardize critical and frequent activities.
The consistent use of accurate engineering standards represents a huge opportunity to simplify the planning process. Engineering standards cover a wide range of topics from design to operation and maintenance activities. Many already exist and are commonly used across industries. Plant-specific standards take an initial time investment to create, but once written can be reliably used to speed up the planning effort, provide clear instructions to work crews, and help standardize critical and frequent activities.
Estimating lays the foundation for planning, scheduling, and management of business critical projects. It is also critical for budgeting, bidding and contracting. Achieving consistent, quality estimates is critical to business success. However, many companies lack systems and procedures to ensure consistency in estimating across the enterprise and easily define, benchmark, and refine corporate estimating standards. The potential long term benefits of instituting an effective solution to this problem are enormous.
Estimating lays the foundation for planning, scheduling, and management of business critical projects. It is also critical for budgeting, bidding and contracting. Achieving consistent, quality estimates is critical to business success. However, many companies lack systems and procedures to ensure consistency in estimating across the enterprise and easily define, benchmark, and refine corporate estimating standards. The potential long term benefits of instituting an effective solution to this problem are enormous.
Companies often ask if maintenance planning and scheduling will work if they have a decentralized maintenance organization. Yes, it will. In fact, they need planning and scheduling just as much as a centralized shop. Let's review why.
Companies often ask if maintenance planning and scheduling will work if they have a decentralized maintenance organization. Yes, it will. In fact, they need planning and scheduling just as much as a centralized shop. Let's review why.
Too many organisations neglect the benefits of a clearly defined prioritisation system. Even when they realise the importance the focus is invariably at a department or functional level. I have seen organisations where there are up to three or more prioritisation systems. None of which are inter-related. Along with work order classification, failure coding and integration with business processes, this is one of the key determinants of a maintenance systems future operation.
Too many organisations neglect the benefits of a clearly defined prioritisation system. Even when they realise the importance the focus is invariably at a department or functional level. I have seen organisations where there are up to three or more prioritisation systems. None of which are inter-related. Along with work order classification, failure coding and integration with business processes, this is one of the key determinants of a maintenance systems future operation.
Priority, as defined in the Franklin Dictionary, means "coming before in time, order, or importance." When prioritizing maintenance work, one must consider its importance to the entire company in question. My experience shows that, in the real world of most maintenance departments, you can classify priorities in two groups: Emotional priorities and real priorities.
Priority, as defined in the Franklin Dictionary, means "coming before in time, order, or importance." When prioritizing maintenance work, one must consider its importance to the entire company in question. My experience shows that, in the real world of most maintenance departments, you can classify priorities in two groups: Emotional priorities and real priorities.
To actually realize potential increases in profits, maintenance must be taken a step further through planning and scheduling. In addition to identifying potential failures, we must also focus our resources to correct them before the failure occurs. With decreasing workforces and increasing responsibilities of those left at the facility, the efficiency of our resources easily becomes a second priority.
To actually realize potential increases in profits, maintenance must be taken a step further through planning and scheduling. In addition to identifying potential failures, we must also focus our resources to correct them before the failure occurs. With decreasing workforces and increasing responsibilities of those left at the facility, the efficiency of our resources easily becomes a second priority.
