Making Data Work

Leveraging technology to increase maintenance productivity does not require the addition of new systems. Rather, it requires using existing technology more intentionally and strategically. Through the integration of geographic information systems (GIS) with computerized maintenance management systems (CMMS), the automation of key performance indicators (KPIs), and the development of transparent dashboards and balanced scorecards, FMs can transition from reactive maintenance practices to predictive and performance based operational models. These tools allow organizations to do more with limited resources while improving accountability, efficiency and service outcomes.

The case for data-driven maintenance

Every day, maintenance operations generate substantial volumes of data. Service requests, work orders, labor hours, asset histories, inspection results and vendor performance metrics all represent valuable sources of operational information. Despite the availability of this data, many organizations fail to use it effectively. As a result, maintenance decisions are often based on anecdotal information, historical practice or reactive problem-solving rather than objective performance analysis.

Data-driven KPI benchmarking provides a structured framework for understanding maintenance performance. When KPIs are clearly defined, automated within the CMMS, and aligned with statements of work and industry standards, FMs better identify strengths and opportunities for improvement. This approach does not increase workload; instead, it enables more efficient use of existing resources by identifying inefficiencies and prioritizing actions that have the greatest operational impact.

Establishing performance-based outcomes early in the process is critical. KPIs and scorecards should be developed before internal work begins or external services are contracted. This foundation supports consistent performance management for both in-house staff and outsourced service providers. The ability to manage maintenance operations effectively is directly tied to access to accurate, measurable performance data. When KPIs are embedded into inspection templates, work order processes and reporting tools, technology becomes an active driver of accountability rather than a passive record-keeping system.

Leveraging GIS integration with CMMS

One of the most underutilized capabilities in FM technology is the integration of GIS with CMMS platforms. CMMS systems manage operational data related to work orders, labor, materials and asset history. GIS adds spatial context by mapping assets, buildings, infrastructure and service areas. When these systems are integrated, FMs gain a comprehensive view of maintenance operations that include both operational and geographic perspectives.

GIS is often perceived as a mapping or visualization tool. However, in a maintenance context, GIS functions as a decision support system that links location-based information with asset and work order data. Maintenance activities are inherently location dependent. Assets exist in physical space, and response times are influenced by distance, access and geographic distribution. Integrating GIS with CMMS allows organizations to visualize work order density, identify geographic trends in service requests and optimize technician routing.

This spatial awareness reduces travel time, increases productive labor hours and improves response times, particularly for organizations responsible for large campuses or distributed facilities. Over time, GIS-enabled maintenance management supports better planning, improved resource allocation and more effective use of limited labor resources.

Dashboard development for transparency & supervisory effectiveness

Dashboards play a critical role in transforming raw CMMS data into actionable information. When designed with intention, dashboards enhance transparency across maintenance operations by presenting key performance indicators in a clear and accessible format. This visibility allows supervisors and managers to monitor workload, identify trends and address issues proactively rather than rely on retrospective reports.

Effective dashboards focus on a concise set of meaningful metrics rather than excessive data. Common indicators include the volume of open service requests, the age of outstanding work orders, completion rates and backlog trends. Dashboards also support labor management by displaying metrics related to technician utilization (wrench time) and work distribution.

By consolidating these indicators into a single interface, dashboards enable FMs to assess performance in real time, prioritize resources effectively and make data-informed decisions that improve productivity and service delivery.

Service requests & work order life cycle management

Tracking the relationship between service request intake, work order initiation and work order completion provides insight into process efficiency. Delays between request submission and work order creation often indicate administrative constraints, unclear prioritization or staffing limitations. Extended completion times may signal planning issues, material delays or labor shortages.

Real-time visibility into the work order life cycle allows supervisors to intervene early, reallocate resources and adjust priorities as needed. This oversight supports improved responsiveness and helps maintain service levels even during periods of limited staffing.

Critical & noncritical work order performance

Effective maintenance programs distinguish between critical and noncritical work orders based on risk, regulatory requirements and operational impact. Critical work typically involves life safety systems, regulatory compliance and mission-essential assets. Noncritical work may include routine repairs or cosmetic issues.

Dashboards that track completion rates for critical and noncritical work orders ensure that high-risk issues receive appropriate priority. This approach supports risk mitigation, regulatory compliance and service reliability while maintaining transparency with stakeholders.

Wrench time & labor utilization

The comparison of wrench hours to punched clock hours is one of the most informative KPIs in maintenance operations, and one of the most underutilized tools readily available. Punched clock hours represent total compensated labor time, while wrench hours reflect time spent performing direct, hands-on maintenance work. This comparison provides insight into how effective labor resources are utilized.

Industry benchmarks indicate that high-performing maintenance organizations typically achieve wrench time levels between 55 and 65 percent. When wrench time falls below these benchmarks, the cause is rarely individual technician performance. More often, low wrench time reflects systemic inefficiencies such as excessive travel time, ineffective work planning, inadequate material staging, administrative workload and inefficient dispatching processes.

By tracking wrench time through CMMS labor codes and comparing it to total punched clock hours, supervisors can identify constraints that limit productivity. Addressing these constraints allows organizations to increase effective labor utilization without adding staff. Despite its value, wrench time is not consistently measured across the industry, and studies indicate that many organizations operate with wrench time below 30 percent, highlighting significant opportunity for improvement.

Vendor integration within the CMMS

Outsourced maintenance services play an important role in today’s FM strategy. Integrating external service providers directly into the CMMS improves accountability, scheduling efficiency and performance monitoring. This integration provides FMs with full visibility into outsourced maintenance activities and enables objective evaluation of vendor performance based on performance-based outcomes.
Allowing vendors to receive, update and close work orders directly within the CMMS reduces administrative effort associated with acting as an intermediary between end users and service providers. Streamlined communication workflows and embedded KPIs support consistent service delivery and data-driven oversight of outsourced partnerships.

Electronic templates & automated inspections

Electronic inspection templates embedded within CMMS platforms support standardized inspection processes by enabling consistent evaluation criteria, mobile data entry, automated work order generation and real-time reporting. Standardization ensures inspections are conducted uniformly, regardless of whether internal staff or external contractors perform them.

Mobile inspection capabilities allow data to be captured in the field, reducing redundant documentation and minimizing errors. Providing controlled vendor access to inspection templates ensures that performance data is collected consistently and transparently. When deficiencies are identified, corrective actions can be automatically generated and tracked through completion.

Inspection results and completion data can be integrated directly into automated reports and balanced scorecard frameworks. This integration allows FMs and their organization to objectively evaluate compliance, quality and performance for both in-house teams and outsourced vendors while strengthening preventive maintenance programs.

Doing more with less

The ability to achieve more with fewer resources depends on integration, automation and visibility. Leveraging GIS-enabled CMMS platforms, performance dashboards, automated inspections and balanced scorecards with intentional performance outcomes allows FMs to reduce inefficiencies, improve service outcomes and extend asset life cycles.

Rather than reacting to issues after they occur, data-driven organizations can anticipate challenges, allocate resources strategically and justify decisions using objective performance data.

Technology-enabled, data-driven KPI benchmarking is transforming maintenance operations across the FM industry. Organizations that integrate technology with performance measurements gain the ability to operate proactively, manage risk and continuously improve productivity. In an environment defined by constrained resources and rising expectations, leveraging technology is essential to delivering sustainable value.