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Understand your maintenance maturity in minutes

Answer 15 quick questions to find what’s slowing your team down and get a clear path to improve performance.

Progress 0 of 15 answered

01 / 04 People & Organization

Q1 · PEOPLE

How is maintenance and asset knowledge stored and shared on your team?

It lives in people's heads. Experienced techs carry most of it, and when they're out, work slows down or stops.

We've started documenting procedures and have dedicated scheduling roles, though long-term ownership is still informal.

Dedicated reliability roles exist that bridge technical data with business decisions, and maintenance regularly informs Finance.

Cross-functional teams align asset health data with production planning and capital budgets. Decisions are weighted by probability and financial consequence.

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01 / 04 People & Organization

Q2 · PEOPLE

How well does your maintenance team work with Operations and Finance on asset decisions?

Little to none. Maintenance, Ops, and Finance operate in silos with no formal alignment process.

Maintenance is starting to inform Procurement and Finance, but the relationship is ad hoc.

Maintenance and Ops align on work based on real-time asset health, with early engagement from Finance on capital risks.

Defined accountability exists across all three functions, governed by a shared asset body with enterprise-wide portfolio focus.

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01 / 04 People & Organization

Q3 · PEOPLE

How structured is your approach to maintenance training and development?

Training is mostly on-the-job firefighting. People learn what breaks most often and how to fix it fast.

We have structured PM procedures but training is still primarily focused on execution, not strategy.

Technicians are trained on condition monitoring tools and risk-based decision frameworks alongside standard PM skills.

Teams use lifecycle economics and failure modeling. Strategic data literacy is a core competency across the reliability function.

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02 / 04 Process & Workflow

Q4 · PROCESS

How does your team decide what maintenance work gets done, and in what order?

Whoever shouts loudest or whatever just broke. Prioritization follows urgency, not risk or cost.

Mostly calendar-based PMs and scheduled intervals. Breakdowns still happen but we have a predictable baseline.

Work is triggered by asset condition thresholds and inspections, with tiered strategies assigned by criticality.

Work is triggered by degradation curves and remaining useful life analysis, with automated prioritization and scenario-based decision modeling.

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02 / 04 Process & Workflow

Q5 · PROCESS

How would you describe your current planned vs. reactive maintenance ratio?

More than 60% was reactive or emergency. We’re mostly in firefighting mode.

Roughly 40-60% planned. We're making progress but reactive work still dominates too often.

Less than 40% is unplanned. Most work is scheduled, with reactive work reserved for genuine emergencies.

Less than 20% unplanned. Near-zero reactive work on mission-critical assets. We predict and prevent.

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02 / 04 Process & Workflow

Q6 · PROCESS

How do you decide whether to repair or replace an aging asset?

Under pressure, based on gut feel. We keep fixing things until they become impossible to fix.

We use historical cost and backlog data to support requests, but decisions are still largely judgment-based.

Replacements are driven by total cost of ownership (TCO) and health data, with 1-3 year renewal outlooks for high-risk equipment.

Retirement timing is dictated by modeled economic thresholds. Every major capital decision is backed by full lifecycle cost modeling.

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02 / 04 Process & Workflow

Q7 · PROCESS

How consistently do technicians complete all required fields when closing work orders?

Rarely. Work orders get closed but closeout fields are mostly blank or have free-text notes.

Inconsistently. Some fields are completed but failure codes and root cause are often skipped under time pressure.

Most required fields are completed consistently. We have structured failure coding with picklists that technicians use reliably.

All required fields are mandatory and enforced. Closed-loop analytics use this data to continuously recalibrate predictive models.

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03 / 04 Technology & Data

Q8 · TECHNOLOGY

Where does the majority of your maintenance work history, asset records, and repair data currently live?

Paper, spreadsheets, or inside people's heads. Critical data is fragmented across informal systems.

A CMMS is our primary source of truth for asset visibility and work control, with most work captured digitally.

Our CMMS integrates with sensor and meter data to automate high-risk work triggers, with real-time dashboards for asset health.

A unified ecosystem seamlessly integrates maintenance, capital planning, and financial forecasting systems with automated optimization engines.

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03 / 04 Technology & Data

Q9 · TECHNOLOGY

How would you rate the quality and consistency of your asset data?

Inconsistent and unreliable. The same asset may appear under multiple names, and historical records are spotty at best.

Improving. We have unified naming conventions and structured failure codes, with more than 80% asset record integrity.

Strong. Cross-functional data ownership, standardized condition scoring, and shared governance across the portfolio.

Highly trustworthy. Our data quality is sufficient to make capital decisions and run predictive models with confidence.

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03 / 04 Technology & Data

Q10 · TECHNOLOGY

Where does AI or predictive maintenance fit into your operation today?

No. We haven't explored predictive tools and our data wouldn't support them anyway.

We've explored or piloted tools but the results have been inconsistent, likely due to data quality issues.

We use sensor integration and condition monitoring effectively. Some predictive capabilities are operational on critical assets.

Predictive models are fully operational, continuously recalibrated against actual outcomes, and integrated with automated work order generation.

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03 / 04 Technology & Data

Q11 · TECHNOLOGY

What percentage of maintenance work, including informal repairs, makes it into your CMMS?

Less than 50%. A significant portion of work just happens and disappears with no record.

50-75%. Most planned work gets recorded, but informal and corrective work still falls through the cracks.

75-90%. Strong discipline around work capture, with clear standards that most of the team follows.

90%+. Virtually all maintenance activity is captured digitally. The data is complete enough to trust for strategic decisions.

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04 / 04 Financial & Capital Visibility

Q12 · FINANCIAL

When you walk into a capital budget conversation, what do you bring with you?

Gut feel and experience. We know the asset is failing but struggle to put a number on the risk or the cost of inaction.

Historical maintenance cost and backlog data. Better than nothing, but Finance still pushes back on the numbers.

Asset health data, TCO analysis, and a 1-3 year renewal outlook that Finance can understand and act on.

A full lifecycle cost model with quantified risk exposure, remaining useful life forecasts, and ROA projections over a 5-10 year horizon.

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04 / 04 Financial & Capital Visibility

Q13 · FINANCIAL

Has a major unplanned asset failure significantly impacted your budget in the last two years?

Yes, multiple times. Unbudgeted capital events are a recurring pattern that Finance has come to expect but can't plan for.

Yes, at least once and it was a surprise. Our PM program helps but can't fully prevent capital shocks.

Rarely. Our condition monitoring and renewal outlook catches most risks before they become budget surprises.

No. Our capital forecasts are accurate enough that Finance trusts them, and unbudgeted events on critical assets are essentially eliminated.

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04 / 04 Financial & Capital Visibility

Q14 · FINANCIAL

How far out can your team reliably forecast maintenance and capital spending?

We can’t. Every budget is essentially an estimate. We carry a significant deferred capital backlog that no one has quantified.

12 months with reasonable confidence. Beyond that, it's largely guesswork based on age and past spend.

1-3 years with validated financial forecasting for upcoming capital requirements on high-risk equipment.

5-10 years including a rolling capital outlook with quantified renewal gaps, tied directly to asset health scores and ROA targets.

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04 / 04 Financial & Capital Visibility

Q15 · FINANCIAL

How does your leadership talk about maintenance in the context of business performance?

It's treated as a pure cost center. The goal is to spend less, not to understand what the spending protects.

There's growing recognition that maintenance affects uptime and production, but it's still primarily an operational conversation, not a financial one.

Maintenance is increasingly linked to capital planning conversations, with some visibility into which assets carry the most enterprise risk.

Asset management is a board-level discipline. Portfolio risk, ROA, and capital forecasts are presented in financial terms alongside other enterprise KPIs.

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Maintenance & Asset Maturity Report

Your Maturity Stage

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People & Organization

Process & Workflow

Technology & Data

Financial & Capital Visibility

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Understand your maintenance maturity in minutes

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