21Tech Operations Diagnostic

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Your Top Priorities

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Scattered, Untrustworthy Asset Data

No Real-Time Asset Visibility

Reactive, Unplanned Maintenance

Parts Shortages Delay Repairs

No Way to Predict Failures

Repair/Replace Decisions Made on Gut Feel

Inconsistent System Adoption

Paying for Features We Don't Use

No Defined Asset Management Strategy

Budgets Based on History, Not Lifecycle Cost

Asset Data Maturity

1. Asset information (location, specs, maintenance history) lives in one central, trusted system rather than scattered across spreadsheets and paper records.

A. Asset records are scattered across spreadsheets, paper files, and informal knowledge with no central source of truth. B. We've started consolidating some asset data, but multiple disconnected systems and spreadsheets still exist. C. Most asset data lives in one system, but data entry and updates are inconsistent across sites or teams. D. Asset data is centralized and reasonably current, with defined ownership for keeping it accurate. E. Asset data is centralized, consistently maintained, and treated as a core system of record that other decisions depend on.

2. We can quickly answer "what condition is this asset in right now" without physically inspecting it or calling someone.

A. We have no way to know an asset's current condition without a physical inspection. B. Condition data exists for a few critical assets, but it's updated manually and infrequently. C. Condition data is tracked for most key assets, but it often lags reality by days or weeks. D. We have reasonably current condition data for most assets, refreshed through regular inspections or reporting. E. Condition data updates automatically and in near real time for our critical assets.

3. When we pull a report on an asset, we trust the numbers without needing to double-check them manually.

A. We don't generally trust system reports and routinely verify data manually before using it. B. Reports are useful as a rough guide, but we know there are known gaps or errors in the data. C. Most reports are reliable, but we still spot-check anything used for a major decision. D. Reports are generally trusted and used directly to guide maintenance and budget decisions. E. Data is clean and trusted enough that reports and dashboards drive decisions without manual verification.

4. Asset data from different systems (EAM, financial, GIS, IoT) is integrated rather than requiring manual reconciliation.

A. Our systems don't talk to each other at all; combining data from different sources is a manual, ad hoc effort. B. A few systems are loosely connected, but most integration is manual exports and spreadsheet merging. C. Key systems are integrated for some workflows, but gaps remain that require manual workarounds. D. Most core systems are integrated, with only minor manual reconciliation needed. E. Our systems are fully integrated, giving us one consistent view of an asset across every platform.

5. New assets are entered into our system with complete, standardized information before they go into service.

A. New assets often go into service with little or no data entered into our system. B. Asset data entry happens eventually, but it's inconsistent and often incomplete. C. Most new assets are entered with core data fields, though some details are skipped. D. New assets are entered completely and fairly promptly, following a defined process. E. Every new asset is entered completely and accurately before going into service, following a standard checklist.

Anything else you'd like to tell us about Asset Data Maturity?

Maintenance Strategy Sophistication

6. Most of our maintenance work is planned in advance rather than reacting to unexpected breakdowns.

A. Nearly all of our maintenance is reactive -- we respond after something breaks. B. We do some planned maintenance, but most work is still reactive. C. Planned and reactive maintenance are roughly balanced. D. Most maintenance is planned, with reactive work limited to genuine surprises. E. The large majority of our maintenance is planned or predictive; reactive work is rare.

7. We have documented, followed maintenance procedures (SOPs) for our most critical assets.

A. Maintenance work is done based on individual technician knowledge, with no written procedures. B. A few procedures exist on paper, but they're rarely referenced or followed consistently. C. SOPs exist for some critical assets and are followed most of the time. D. SOPs exist for all critical assets and are consistently followed. E. SOPs are documented, consistently followed, and regularly updated based on lessons learned.

8. Replacement parts for critical assets are available when needed, without delaying a repair.

A. Parts shortages regularly delay critical repairs, and we often scramble to source them. B. We keep some stock, but it's informal and shortages still happen often. C. We stock parts for our most critical assets, though occasional shortages still occur. D. Parts availability is reliable for nearly all critical repairs. E. We proactively manage inventory levels using data, so parts shortages essentially never delay a repair.

9. Technicians follow a consistent pre-shift or pre-job inspection checklist on critical assets.

A. There's no standard inspection checklist; what gets checked depends on the individual technician. B. Informal checklists exist for a few assets but aren't consistently used. C. Checklists exist for critical assets and are used most of the time. D. Checklists are standard practice and consistently completed for critical assets. E. Checklist completion is tracked, enforced, and used to catch issues before they become failures.

10. When an asset fails repeatedly, we investigate and address the root cause rather than just repairing it again.

A. Repeat failures are repaired the same way each time with no root-cause investigation. B. We occasionally look into repeat failures, but it's informal and inconsistent. C. We investigate root causes for our most problematic assets, though not systematically. D. Root-cause analysis is a standard step for repeat failures on critical assets. E. Root-cause analysis is standard practice across the fleet, and findings feed back into maintenance strategy.

Anything else you'd like to tell us about Maintenance Strategy Sophistication?

AI & Analytics Readiness

11. We can predict which assets are likely to fail before they actually do.

A. We have no way to predict failures; we only find out when something breaks. B. We rely on technician intuition to guess which assets might fail soon. C. We use basic data (like age or run-hours) to flag assets that might need attention. D. We use condition and usage data to reasonably predict failures on our critical assets. E. We use predictive models to forecast failures on critical assets with meaningful accuracy.

12. We use data (not just gut feel) to decide which assets to repair, replace, or retire.

A. Repair-vs-replace decisions are made on gut feel or whoever is loudest in the room. B. We reference some data, but the decision is still mostly judgment-based. C. We use cost and failure history for major decisions, though inconsistently. D. We consistently use total cost of ownership data to guide repair/replace/retire decisions. E. Repair/replace/retire decisions are driven by a defined data-backed model across the fleet.

13. Our maintenance team actively uses dashboards or reports to guide daily decisions, not just for after-the-fact review.

A. We don't have dashboards or reports that the team actively uses. B. Reports exist but are mostly generated for management, not used day to day by the team. C. Some team members check dashboards regularly, but it's not a consistent habit. D. Dashboards are a regular part of the team's daily workflow for planning and prioritization. E. Dashboards actively drive daily decisions and are trusted as the team's primary planning tool.

14. We've evaluated or piloted AI-powered tools (predictive maintenance, computer vision, etc.) for our operations.

A. We haven't looked into AI-powered maintenance tools at all. B. We're aware such tools exist but haven't seriously evaluated any. C. We've had informal discussions or early conversations about AI tools. D. We've evaluated or piloted at least one AI-powered tool in a limited capacity. E. We've successfully deployed AI-powered tools and are expanding their use based on results.

15. When something unexpected happens (a surprise failure, a safety incident), we have the data to understand why after the fact.

A. After an incident, we rarely have enough data to understand what actually happened. B. We can sometimes piece together what happened, but it takes significant manual digging. C. We usually have enough data to understand major incidents, with some effort. D. We can reliably reconstruct what happened after most incidents using existing data. E. Our data makes root-cause analysis after any incident fast and straightforward.

Anything else you'd like to tell us about AI & Analytics Readiness?

EAM System Utilization

16. Our EAM/CMMS system is used consistently across all sites and teams, not just by a few power users.

A. We don't have an EAM/CMMS system, or it's used by almost no one. B. A small group of power users relies on the system; most staff work around it. C. Most teams use the system, but adoption varies significantly by site or team. D. The system is used consistently across nearly all sites and teams. E. The system is fully adopted organization-wide and is the default way work gets done.

17. Work orders are created, tracked, and closed in our system for essentially all maintenance work.

A. Most maintenance work happens off the books, without a formal work order. B. Work orders are created for some jobs, but a lot of work still goes untracked. C. Most planned work gets a work order; reactive work is less consistently tracked. D. Nearly all maintenance work, planned and reactive, is tracked through a work order. E. 100% of maintenance work is tracked end-to-end, from request through completion and cost.

18. Technicians can access and update work orders from the field (mobile), not just from a desktop.

A. All work order access happens at a desktop; there's no field/mobile capability. B. A few technicians use informal workarounds (texts, photos) instead of mobile system access. C. Mobile access exists but is used inconsistently or only by some technicians. D. Most technicians regularly use mobile access to view and update work orders in the field. E. Mobile access is the standard way technicians work, with real-time updates from the field.

19. We're using the advanced features we're already paying for in our EAM system (not just the basics).

A. We only use the most basic features; most of what we're licensed for sits unused. B. We're aware of some advanced features but haven't implemented them. C. We use a handful of advanced features, but adoption is inconsistent. D. We actively use most of the advanced features relevant to our operations. E. We fully utilize our system's capabilities and regularly evaluate new features as they're released.

20. When we need to report on asset performance or compliance, our system produces that report without heavy manual work.

A. Compliance or performance reports require extensive manual compilation outside the system. B. Some reports can be pulled from the system, but most require significant manual cleanup. C. Standard reports are available, though custom requests still require manual effort. D. Most reporting needs, including compliance, are met directly from the system. E. Reporting, including compliance and audit needs, is fully automated and self-service.

Anything else you'd like to tell us about EAM System Utilization?

Governance & Standards Alignment

21. We have a clearly defined asset management policy or strategy that guides our decisions.

A. We have no documented asset management policy or strategy. B. Some informal principles guide decisions, but nothing is documented. C. A basic policy exists but isn't consistently referenced or followed. D. A documented policy exists and meaningfully guides most asset decisions. E. A well-defined, actively used strategy aligns asset decisions with broader organizational goals.

22. We track and review key asset performance metrics (uptime, cost per asset, etc.) on a regular cadence.

A. We don't track asset performance metrics in any consistent way. B. A few metrics are tracked informally, but not reviewed on a schedule. C. Core metrics are tracked and reviewed occasionally, but not on a fixed cadence. D. Key metrics are tracked and reviewed on a regular, defined cadence. E. Metrics are tracked, reviewed regularly, and directly inform action and budget decisions.

23. Our asset management practices are aligned with recognized standards (such as ISO-55000) or a formal framework.

A. We're not familiar with, or haven't considered, formal asset management standards. B. We're aware of standards like ISO-55000 but haven't assessed our alignment. C. We've informally compared our practices to a standard, without a formal gap assessment. D. We've done a formal gap assessment against a recognized standard and are closing gaps. E. Our practices are formally aligned with, or certified against, a recognized standard.

24. Responsibility for asset management decisions is clearly assigned, not ambiguous across departments.

A. It's unclear who owns asset management decisions; responsibility is scattered or contested. B. Ownership exists informally but isn't documented or consistently respected. C. Ownership is reasonably clear for most asset categories, with some gray areas. D. Ownership is clearly defined and documented across nearly all asset categories. E. Ownership is clearly defined, documented, and reinforced through formal governance structures.

25. Budget decisions for asset maintenance and replacement are based on lifecycle cost data, not just annual line-item history.

A. Budgets are based on last year's spending with little regard for lifecycle cost. B. We occasionally reference lifecycle thinking, but budgets are still mostly historical. C. Lifecycle cost data informs some major budget decisions, inconsistently. D. Lifecycle cost data is a standard input into most asset budget decisions. E. Budgeting is systematically driven by lifecycle cost modeling across the asset portfolio.

Anything else you'd like to tell us about Governance & Standards Alignment?