The day
What is done, what remains, what gave out. Everything starts here and everything comes back here.
Today's sessions :
Audit trail timestamped, unalterable
Pre-opening checklist
The walk before the first visitor. One critical check with an issue raised, and opening stays shut: it is the checklist that holds the door, not goodwill.
Report an incident
Thirty seconds while operating, not an insurance form. What matters: where, what, what effect on the session, and a photo.
Incident record INC-…
Incidents :
Closing checklist
The walk afterwards. This is where the counters and consumables are read, and without that, the maintenance forecast is worth nothing.
End-of-day readings feeds the forecast
The plan, annotated
A remark placed at the exact spot where it means something. The maintenance technician who arrives knows where to go before setting the toolbox down.
Maintenance, costs and consumables
The counters read at closing make the due dates; the due dates make the budget. Nothing is entered twice.
Equipment maintenance schedule by forecast date
What the store will have to supply the next five service tasks
Open tasks :
The store
What is left on the shelf, what upcoming service tasks will draw from it, and the date by which to order so the count comes out right.
Consumables run down at the pace of sessions and service tasks
Spare parts wait on the shelf for a dated due date
Reorder plan routine usage + parts for upcoming service tasks
Days of cover supplier lead time deducted
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Dash board
Twelve weeks of operations. Not for decoration: to know which equipment really costs, and which merely makes noise.
Incidents per week stacked by severity
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Operational availability share of sessions played without downtime
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Incidents per space 12 weeks
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Most serviced equipment total downtime, in minutes
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Duration of the opening check target 45 min
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What this dashboard does not measure read this before using it to judge
These curves only count what has been reported. Out of frame, by construction: the incidents nobody bothered to report, what was repaired without being logged, the team's real workload, and the quality of the experience as the visitor lived it.
These are indicators of operations, not of people. A number used to judge someone stops being a number you can believe: it becomes a number that gets produced. The log only has value if writing the truth remains without consequence for the person writing it.
Report to maintenance
The day assembled into one document: issues raised, incidents, readings, open tasks, attachments. One gesture, one recipient.
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