We keep machines, plant, vehicles and equipment on a single record from the moment they are bought to the moment they are disposed of. Warranty, criticality, spare parts, maintenance cost and depreciation accumulate on the same asset card; the decision to replace stops being a guess and starts resting on the record that has built up.
In a factory, the question 'how many machines do you have' usually gets three different answers. There is one number on the fixed asset list in accounts and another in the maintenance team's logbook; and when you walk the site you find a compressor, two forklifts and a generator that appear on no list at all. The machine's serial number is on its plate but in none of the records; the warranty document is in a folder, and only one person knows which folder. In this picture, none of the questions — where the equipment is today, when it was bought, how many times it has failed and how much has been spent on it to date — can be answered quickly or reliably. Before they can be answered, somebody has to walk the whole site again.
The cost of this usually appears not as one large item but as small, scattered payments. A failure on equipment still under warranty is paid for out of pocket, because nobody is tracking the warranty end date. The same spare part is stocked separately by two different departments, and when it is needed both turn out to be short. A crane or pressure vessel subject to mandatory periodic inspection triggers a hunt for documents the moment it comes up in an audit. The most expensive consequence is replacement decisions: whether a machine should be replaced or not is decided on experience and guesswork, because what has been spent on it over the years is not known. Yet in most plants that decision is the largest spending item of the year.
Enterprise asset management (EAM) keeps machines, plant, vehicles and equipment on a single record from the moment they are bought to the moment they are disposed of. Assets are defined as a tree of site, line, machine and sub-equipment; each is given a unique identity, a label that can be read on site, a technical file, warranty information and a criticality rating. Every maintenance job carried out on it, every spare part used, every stoppage experienced and every invoice paid accumulates on that record. The total cost of ownership of the equipment therefore emerges by itself over time; a decision to replace, to hold a standby or to dispose can for the first time be supported by data, and the argument stops running on guesswork.
The subject of this page is not maintenance work itself. Raising a maintenance order, following the job through and generating a pre-failure warning from the condition of the machine belong to maintenance management and predictive maintenance; asset management, by contrast, manages the whole life of the asset on which that work accumulates. The two can live in the same database, but they answer different questions and their scopes are planned separately. To be honest, the hardest part of the job is not the software either: producing the first inventory on site, labelling it and matching it with the existing records is field work that takes time and manpower. Rather than making that step look shorter than it is, we plan it in stages; we start with critical equipment and do not try to count the entire fleet in one go.
Plants with equipment bought at different times over the years, of different makes and different ages. In these factories even the inventory itself is unclear; which machine is on which line, and which has a standby, sits only in the memory of the few people who know the site. Transferring that knowledge to the organisation is the system's first concrete output.
Businesses whose equipment moves between more than one factory, construction site or warehouse. If the current location of a generator, forklift or mould is established by telephone, then the movement of the asset needs to be tracked just as much as the asset record itself. Recording transfers directly reduces the problem of equipment that goes missing or ends up with no owner.
Managements that regularly face the question of whether a machine should be repaired or replaced. What the decision needs is not more quotations but visibility of that machine's past maintenance, parts and downtime costs; if that data has not been accumulated, the decision is made on guesswork. The accumulated record changes the ground on which the investment budget discussion takes place.
Plants with assets that require documented tracking, such as cranes, pressure vessels, lifting equipment and calibrated measuring instruments. What is asked for in an audit is usually not the list itself but the ability to show an in-date certificate and which piece of equipment it belongs to. Tracking certificate validity is the first function brought live in these plants.
Site, building, line, machine and sub-equipment are defined as a hierarchical tree; every asset is given a unique code and a label that can be read on site. Which machine a piece of sub-equipment belongs to, and which line that machine belongs to, is recorded. A failure or a cost can therefore be read both against the part and against the whole it belongs to.
Invoices, user manuals, wiring diagrams, conformity certificates, calibration and periodic inspection reports are attached to the asset card. Warranty end dates and certificate validity dates are monitored; a warning goes to the person responsible before they expire. Paying for a failure that is covered by warranty is a common loss where this tracking is missing, and a hard one to notice.
Every asset is classified by its impact on production if it stops; equipment with a standby is separated from equipment without one. This classification forms the basis for maintenance priority, critical spare part stock and the order of investment. When criticality is not written down, priority is set by whichever department shouts loudest that day, and in most plants that produces a quiet loss.
Maintenance labour, spare parts used, externally purchased service, downtime and, where it is measured, energy consumption are gathered on the asset card. Over time the total cost of ownership of each piece of equipment forms by itself. This accumulation will not be meaningful from the first month; its value emerges after several periods of data have built up and equipment can be compared with equipment.
Forklifts, generators, compressors, cars and goods vehicles are tracked in the same structure: inspection, insurance and comprehensive cover dates, mileage or running hours, custody and change of location. With portable equipment the real problem is not maintenance but loss and lack of ownership; custody and transfer records answer that problem directly, and this is usually the function that delivers the first result.
The technical asset record is matched with the fixed asset record in accounts; which physical machine corresponds to which asset number becomes clear. Depreciation and book value information is read from the accounting system and continues to be produced there. The aim is not to take over the accountants' job but to bring the equipment on site and the record in the books into line so that a physical count becomes possible.
The process of renewing, holding a standby for, selling or scrapping an asset is put on record; the reason for disposal, its date and its approval are stored permanently. Age distribution, the equipment whose cost is rising fastest, the assets that stand idle most and upcoming certificate dates are reported. These reports shift the ground of investment budget discussions from experience to data.
We decide together which asset classes will go into the system: production machinery, utilities, vehicles, moulds, measuring instruments. Which lists exist today and how up to date they are is established. Keeping the scope narrow at the start is the fastest route to a result, and to not wearing the team out.
The hierarchy of site, line, machine and sub-equipment is designed, along with what information is to be held for each class. The coding scheme, the label format and the criticality scale are decided at this step. This structure is the decision that is most expensive to change later; that is why it is not rushed and is verified together with the site team.
Starting with critical equipment, a count is carried out on site; assets are labelled, photographed and recorded through the mobile application. They are compared with the existing lists, and gaps, duplicate records and assets that are no longer on site are cleaned up. This step demands the most effort in the project and is planned in stages; there is no attempt to count the whole fleet in one go.
Maintenance records, spare part stock and the fixed asset list in accounts are connected to the asset cards. Which channel writes cost onto the asset is clarified, and an owner is assigned to each item. Without these connections the asset card remains nothing more than an inventory list; cost does not accumulate, reports come out empty and in time the system stops being updated.
The system is opened for use; handover is carried out separately for the maintenance, purchasing and accounting teams. How a new asset is to be recorded, and how transfer, custody and disposal are to be processed, is left in writing. After go-live, monitoring, maintenance and support for adding new asset classes continue.
Maintenance management focuses on the maintenance job: a maintenance order is raised, assigned to somebody, the work done and the time spent are recorded, and planned maintenance is put on a calendar. Asset management covers the whole life of the equipment; purchase, commissioning, warranty, criticality, cost accumulation, renewal and disposal all fall within its scope. Maintenance is one of the jobs within an asset's life. In most installations the two work together on the same data; maintenance records flow onto the asset card as cost.
Technically it is possible, but our recommendation is to keep them separate. IT assets raise different questions: licence counts, subscription renewal dates, user custody, secure disposal and data erasure. A separate IT asset management (ITAM) set-up is more appropriate for those. Asset management, meanwhile, focuses on production and facility assets. We build both sides with the same coding scheme and the same custody logic and link them to each other, but we do not squeeze them into a single list.
No, and we do not recommend that it should. Depreciation, book value and the tax-side calculations stay in your accounting package (Logo, Mikro, Netsis or whichever system you use — the accounting packages widely used in Türkiye). Asset management holds the technical record: where the machine is, which line it is attached to, when it was maintained and how, and what has been spent on it. The two records are matched, so the asset in the books and the equipment on site come into line and can be compared during a count.
It would not be right to give a firm duration; what determines it is the number of assets, how spread out the site is and how up to date the existing records are. In practice a first scope limited to critical equipment can be completed within a few weeks in most plants; counting the whole fleet spreads over months and is planned so as not to disrupt production. That is why we proceed in stages: critical assets go into the system first, and the scope widens as results are seen.
Labelling is carried out without interfering with the operation of the equipment. Depending on the conditions, adhesive labels, screwed metal plates or engraved plates are used; durable options are preferred at points exposed to heat, oil, damp and cleaning chemicals. The code is printed as a QR code or a barcode, and RFID is used where required. On equipment still under warranty, methods that do not require drilling are chosen. Where the label is placed is also standardised, so the site team looks at the same place on every machine.
An asset tree built at site, line, machine and sub-equipment level; a labelled and counted inventory; a technical file, warranty and certificate validity tracking attached to every asset; a criticality classification; asset cost formed from the accumulation of maintenance, parts and service costs; age, cost and downtime reports. Everything, including the source code, the data model and the asset data that accumulates, belongs to you.
In a 30-minute discovery call we listen to what you need and tell you honestly whether custom development or an off-the-shelf product is the better answer.
In companies that sell machinery and equipment, service work usually starts on the telephone and ends in a notebook. We build the whole chain in a single system — from the service request to technician assignment, from the mobile work order to the parts used and the customer's signature — and track warranty cover and SLA times automatically.
Details →We establish from one place which version of a technical drawing, CAD file, recipe or sample record is the valid one. PDM manages the file and its revisions; PLM extends that across the product's whole life, from idea to serial production, together with change approvals. Whether the drawing that reaches the shop floor is the right drawing stops being a matter for debate.
Details →We take buildings, floors, rooms and desks into a single inventory, and run lease and subscription contract dates, planned building maintenance and the inspection schedule for fire and safety equipment in the same system. The cost of running the facility thus becomes visible by building and by area.
Details →We build a human resources layer that brings employee records, documents, leave and absence, the organisation chart and employee self-service together in a single record. It does not replace payroll; it prepares the data that goes to payroll accurately and traceably, and it connects to the timekeeping and PDKS (time and attendance) side through the same employee record.
Details →We build a system that runs the whole candidate process in a single flow, from drafting the job ad through to the offer and the handover to onboarding. Whichever channel applications arrive through, they collect in a searchable pool, assessments are written on a shared form, and retention periods and data destruction are put on record.
Details →We give every rack and bin in your warehouse an address and record every movement by barcode. From goods receipt to put-away, from pick routing to dispatch checks, the flow runs on handheld terminals; underneath the quantity figure in your ERP we add the physical location of the goods and who moved them, and when.
Details →
