With the right order they get what they want. The quality of the fault message greatly influences the response of maintenance

„Orders for maintenance action and service are recorded in writing and returned to the supervisor. Every order in production has to be documented. The work, the necessary measures and the way of the solution are documented in the shift report with the name, time and duration of the disturbance.“One System to work with.

A form for order fulfillment is deposited in the Edv/online and the Department.

A maintenance order provides the maintenance staff with the appropriate means to document all work. The order is completed by the employee and signed by the supervisor.
After the order has been executed, the customer receives a corresponding written confirmation to the supervisor of the work done and the production area concerned.
The feedback confirmations are recorded in maintenance and evaluated for reports.

Studies in many industrial companies have shown that a number of critical points have been identified in the „work-related repairs“ work sequence. These have to be avoided by means of a consistent documentation of the I + R services and by a clear strategy.

The problem is that the production personnel does not forward unambiguous work orders to the maintenance department. Not infrequently, messages such as „system defect„, „system fault„, etc. are sent to maintenance, which in turn does not recycle this information Can The qualification level of the personnel is decisive in the quality of the order formulation.

Another important aspect is that the fault report is given verbally to the maintenance part. There is a risk that the message may be received, but may be lost due to a general high workload. In addition, it can be observed that in the production process the fault message can often not be comprehended after the order has been executed. And during the work confirmation, it is possible that the services provided by the maintenance or production personnel are not fully recorded and the feedbacks are generally not documented.

Sometimes there are no clear responsibilities for receiving the fault message in the maintenance area. The individual personnel or supervisor is approached by the production staff, depending on the possibility. In the case of work planning, there are procedures which provide for the processing of incoming fault messages in chronological order without clear priorities. Such a work process results in a certain workload volume being pushed in maintenance and the maintenance capacities are considered too small.

These are major features of such an approach

The functions of the work preparation are not carried out,
    The upcoming orders are collected upon receipt,
    Clear guidelines and priorities are missing or given verbally,
    Checklists / work plans for standardized work are not available,
    Work documents for employees are not created and
    Material can be removed from the magazines without documentation.


High investments, declining product life and competition are forcing the operators of machines and systems to maintain them in a high degree of availability with maximum reliability. A high machine utilization time and a low failure rate require an advanced and methodical maintenance concept in increasingly complex systems. One of the ways in which you can develop a permanent and simple strategy in maintenance is the analysis and resolution of the weakness points according to DIN 31051.

The term weakness and weakness analysis itself was defined in 1980 in DIN 31051 and assigned to the maintenance activities with the new version of DIN 31051: 2003-06. Within the framework of the inspection, an error analysis is carried out which, among other things, results in the analysis of weaknesses and results in an improvement which is economically meaningful.

Point of weakness = unit of view, where a failure occurs more frequently than the required availability, and where an improvement is possible and economically justifiable.

Well-organized maintenance ensures safe operation of machines and systems. Investments in prior maintenance and in the training and further education of the employees ensure a stable degree of machine utilization. Machine failures and standstills in production are generally expensive and cost-intensive.

Through a functioning maintenance, good employees and a stable supply with spare parts, disturbances and downtime can be reduced. Effectiveness of the measures and the resources used, maintenance can have a massive positive effect on the machine’s utilization level.