Equipment Utilization: What’s your number?

Hoarding Kills Utilization.

Measuring equipment utilization is the best way I know to determine if your assets are being hoarded and, as a result, your business is incurring all of the costs of lost time and unnecessary money spent that comes with hoarding.  The genesis for founding Sente was in a conversation I had years ago with an engineering executive who was telling me he was spending way too much money with me and he had to somehow reduce expenditures with my company.  He told me his teams were busy and had an insatiable appetite for more equipment.  The company I was with at the time was a beneficiary of this demand as we sold equipment, rented equipment and repaired and calibrated equipment.  The more the customers needed to buy, the better it was for us and the rest of the test supply chain as well.  Nobody in the supply chain really understood the problem and, even if they did, it wasn’t in their interest to solve it.

My formal training is in engineering but I had just completed a job running a manufacturing plant where everything was about uptime, utilization, and throughput.  When I asked the executive what his utilization was running he picked up the phone and asked a member of his staff who told him it was 90%.  When I asked how the number was calculated the response came back that 90% of assets were being used in the labs, and 10% of them were in their equipment crib.  Their utilization was so high, he said because they had a process for sharing assets through the crib.  The executive looked at me as if to say, “I told you so.”

I asked if we could go visit a lab because I had a hard time believing their 90% number because for that to be true the utilization in the labs had to be 100% and I knew that couldn’t be the case.  It was probably lower, but how much lower I couldn’t have imagined.  The executive and I visited a lab.  He counted assets actively involved in sourcing or measuring, I took a tally of all of the assets in the lab.  The utilization was less than 10%.  This was the executive’s problem.  I didn’t know why it was the problem, but I knew we were on to something.

A fundamental Mechanism at Work

The more companies I visited the more the numbers came back within a pretty tight band between 7% and 15%.  There was some sort of “physics” at play that made each company, as different as they were, the same when it came to utilization.  Luckily I had been studying economics, organizational design, cognitive science, and systems thinking and was able to discern the mechanism at work was the “tragedy of the commons.” When a fixed resource is shared by a community people wind up trying to hoard the resource so they can be sure they get their share of it.  It is the mechanism that most famously leads to overfishing of areas like cannery row in Monterey, California.  It’s what leads to hoarding test equipment or services and then the subsequent need to have more equipment and services than would be necessary if hoarding could be reduced.

Ultimately low utilization caused by hoarding was our challenge and it is one we’ve solved for our customers over and over again but still exists broadly across the marketplace in loads of Just-in-case test equipment.

Why Act Now?

Because we are in the most competitive marketplace in human history and our companies need to transform to move with more speed and lower costs if we want to compete effectively.

Higher utilization levels allow companies to unleash existing, pent-up investment capital capacity. Management then has the flexibility to shift already-planned investments of capital to new areas or hold on to newly released capital capacity for future programs while dropping the savings directly to the bottom line as a cost reduction.

Increasing utilization is also essential when it comes to maximizing the time of engineering personnel. An effective test environment management program improves utilization of engineering capacity by minimizing or eliminating the need for engineers to be distracted by administrative concerns related to test equipment.

Low utilization can also be a symptom of something far more damaging: the distrust between your teams that leads to hoarding is also the distrust that will put the breaks on speed, innovation and growth as we discuss in the blog post Are You Building a Foundation for Speed?

Do you have a hoarding and utilization problem?  What is your number?

Use the contact button on the menu above and let us know if you are interested in tools to baseline your utilization and construct a business case.

Relevant Content

Case Study: Fortune 100 Space & Communications

The hoarding culture was slowing this company down while impacting cost and quality. See how a journey to common processes and collaboration lead to a 50% reduction in assets as their business doubled.

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Case Study: Leading Defense Manufacturer

See how a Blueprint-for-Action baselined their situation and rapidly installed Scireo suite. It enabled a 50% reduction in obsolete equipment, provided equipment for their growing workforce and solved their compliance challenges.

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Are You Building a Foundation for Speed?

Every solution you install in your company should enable you to increase your speed and reduce cost, and minimally should “do no harm” in either area.  Most solutions today fail this test and inadvertently reinforce old behaviors that add costs and delays.  Our solutions are designed for both cost reduction and speed and aimed at…

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Accelerate Enterprise Processes with Trustworthy Networks-of-Test-Capabilities

We’ve Been Building Resilient and Trustworthy Test Networks for Over 20 Years. The practices and tools we use to build our customers’ networks are proven by results:  reducing equipment spend over 50% while decrease critical process cycle times by 25%. The large hierarchical organizations that brought efficiency and effectiveness to the last industrial revolution are…

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Notable Quotes

“Test Resource Management has been instrumental in changing the mindset of engineering to think in terms of sharing the test equipment, and treating the test environment as a business within a business,”

– Director of Engineering, Fortune 75 Company