Automate and optimize fleet maintenance scheduling
Every fleet has a system that records when a truck is due for service. Almost none has anything that decides which bay it should go to, which technician should work it, and in what order, especially the moment a part is late or an emergency repair jumps the queue. Let's solve that.
One solve assigns every vehicle to a bay, a technician and a time slot
Timefold solves job assignment, sequencing and technician matching as one optimization problem. Inspection deadlines, technician certifications, bay capability, parts availability and vehicle availability are enforced as hard constraints, so every schedule is compliant and feasible before it reaches the shop floor. No vehicle is double-booked, and none gets pulled off a route it's needed for. When an emergency repair arrives, the rest of the day is replanned around the work already committed.
Where Timefold goes beyond a whiteboard or a spreadsheet
Four things decide whether a shop day works. Timefold bakes them into the engine.
Compliance deadlines visibility
Vehicle inspections are always scheduled ahead of their deadlines, or clearly marked as not compliant.
The day reflows around an emergency repair
When a breakdown jumps the queue, solve again to schedule the rest of the day around committed work.
Don't schedule without required parts
Parts not available = work not scheduled. Other workorders fill the gap.
Skilled technicians for the job
Certifications are matched to each job automatically, so a scarce, specialized technician pool isn't wasted on work anyone else could do.
Idle bays are the most expensive square footage in the shop
Most shops aren't short on physical capacity. The gap between what a shop could do and what it does is scheduling inefficiency, and it's provable in the numbers.
Typical bay utilization
Most shops run at only 40-60% of theoretical capacity
Cost of one unplanned repair
vs. $400-1,200 for the same job done on schedule
Projected technician shortfall by 2026
Every scheduled labor hour has to count when the pool doing the work keeps shrinking.
Target wrench time
Share of a technician's shift actually spent turning wrenches instead of waiting, walking, or on paperwork.
Constraints the model expresses today
When scheduling works, everything works.
Less waste. More control. Teams that trust the plan.