The client
The client is a large hospitality group headquartered in Dubai, with hotels, resorts and operational properties across the UAE.
Engineering teams look after guest rooms, common areas, kitchens, engineering systems and property facilities. Guests notice quickly when something fails, so maintenance has to be planned and done on time.
The challenge
Maintenance teams handled daily service work, but tracking it depended on manual coordination, scattered records and inconsistent scheduling across properties.
- Work was coordinated by hand, so jobs were delayed.
- Preventive activities were scheduled inconsistently and sometimes missed.
- Service history for equipment was limited.
- Managers had little view of what technicians were assigned and had completed.
What they set up in Asset Infinity
The group centralized work orders, preventive schedules and service records in Asset Infinity, with technicians working jobs on the mobile app.
Maintainable equipment on record
Equipment across hotels and facilities was structured in one register, so every job is linked to the asset it was done on. (Assets)
Preventive schedules per property
Preventive plans were set by date to match each property’s requirements, so servicing comes up on time instead of being remembered. (Maintenance)
Work orders to closure
Maintenance work is assigned, tracked and closed as work orders, giving clear ownership from assignment to completion. (Work)
Status and history in view
Dashboards show open, due and completed work by property, and each asset keeps its full service history. (Insight)
How it works day to day
Here is how maintenance now runs across the group’s properties.
- System: brings up planned servicing. Preventive plans create work orders when chillers, kitchen equipment or room systems are due, for each property.
- Hotel staff: report a fault. Front office or housekeeping raise a request from the web or mobile app, or by scanning the equipment’s QR label.
- Chief engineer: assigns the work. Requests become work orders assigned to a technician, who is notified on the mobile app.
- Technician: does the job. The technician follows the checklist, records readings and notes, and updates the status from the room or plant area.
- Technician: closes the work order. Once finished, the job is closed and recorded against the asset, adding to its service history.
- System: flags overdue work. Work left open too long triggers a reminder, so preventive tasks are not quietly missed.
- Engineering manager: reviews each property. Dashboards show due, open and completed work by property and technician, and point to equipment that keeps failing.
Before and after
| Before | With Asset Infinity | |
|---|---|---|
| Coordination | Manual, with delayed work | Work orders assigned and tracked |
| Preventive work | Inconsistent scheduling, missed activities | Preventive plans per property |
| Service history | Limited and scattered | Asset-linked maintenance records |
| Technicians | Little visibility of their work | Assigned and completed work in view |
| Across properties | Each managed separately | One system for all hotels and resorts |
How it rolled out
- Processes and equipment reviewed. The team reviewed maintenance processes and service gaps, then structured maintainable equipment across properties.
- Schedules and work orders set up. Preventive schedules, work order workflows and asset-linked service records were configured.
- Engineers trained, schedules refined. Engineering teams were trained, and schedules were refined as maintenance performance was reviewed.
The results
- Maintenance across all hotels and properties in one place
- Better planning of preventive maintenance and upcoming service
- Work structured from assignment through completion and closure
- Easier access to maintenance status and completed service records
- Clearer view of assigned and completed work for each technician
- Better coordination across engineering and property teams
Why it worked
Equipment first
Structuring maintainable equipment up front meant every job and schedule had an asset to attach to.
Schedules fit each property
Preventive plans were set to each property’s needs instead of one template for all.
Reviewed and refined
Schedules were adjusted as performance was reviewed, so they kept matching real workloads.
Looking ahead
The hotel group moved from fragmented maintenance coordination to one maintenance system across its hotels and properties.
Teams schedule preventive work, manage work orders and keep service records in the same place. That has reduced manual coordination, strengthened technician accountability and made property maintenance more efficient.