Book companion resource · Worksheet
Spare Parts ABC Classification Worksheet
Letter & A4. Print-ready. Free, no email required.
← Back to toolkit · Browse by chapterClassify storeroom items by consequence of stock-out, audit parts delays, and set the scheduling gate for confirmed parts.
Companion to: Fix the System, Chapter 21. Who uses it: the maintenance manager, planner, storeroom lead, and reliability engineer. When to use: at the start of the Spare Parts Management playbook, then quarterly for the top-used and highest-consequence parts.
Plant: _______________________ Date: _______________________ Completed by: _______________________
PART 1 — Parts Delay Audit
Pull all WOs from the last 8 weeks that ran more than 2× their estimated duration. Code each delay. Tally codes at the bottom before doing anything else.
Codes:
- SYS — System inaccuracy (system showed in stock, bin empty or wrong quantity)
- SPEC — Wrong specification pulled or substituted
- STAGE — Parts existed but not staged at job site before shift
- PROC — Emergency procurement, waiting on lead time
| WO # | Asset | Est. Hours | Actual Hours | Ratio | Delay Code | Notes |
|---|---|---|---|---|---|---|
Delay Code Tally:
| Code | Count | % of Delayed WOs |
|---|---|---|
| SYS — System inaccuracy | ||
| SPEC — Wrong specification | ||
| STAGE — Not staged | ||
| PROC — Emergency procurement | ||
| Total delayed WOs | 100% |
Dominant cause (highest count): _______________________
Fix this cause first. Do not address all four simultaneously.
PART 2 — Bin Accuracy Spot Check
Cycle-count your top 100 parts by usage frequency. Compare system quantity to physical count.
| Part Number | Description | System Qty | Physical Count | Match? | Gap | Process Failure Likely Cause |
|---|---|---|---|---|---|---|
| ☐ Yes ☐ No | ||||||
| ☐ Yes ☐ No | ||||||
| ☐ Yes ☐ No | ||||||
| ☐ Yes ☐ No | ||||||
| ☐ Yes ☐ No | ||||||
| ☐ Yes ☐ No | ||||||
| ☐ Yes ☐ No | ||||||
| ☐ Yes ☐ No | ||||||
| ☐ Yes ☐ No | ||||||
| ☐ Yes ☐ No | ||||||
| ☐ Yes ☐ No | ||||||
| ☐ Yes ☐ No | ||||||
| ☐ Yes ☐ No | ||||||
| ☐ Yes ☐ No | ||||||
| ☐ Yes ☐ No | ||||||
| ☐ Yes ☐ No | ||||||
| ☐ Yes ☐ No | ||||||
| ☐ Yes ☐ No | ||||||
| ☐ Yes ☐ No | ||||||
| ☐ Yes ☐ No |
Accuracy Summary:
- Items counted: _______
- Items matching system: _______ (___%)
- Items with gap: _______ (___%)
Benchmarks:
- Below 90%: Critical — process failure driving stockouts. Investigate before continuing.
- 90–94%: Needs attention — identify top 3 process gaps.
- 95–97%: Target range — maintain with ongoing cycle counts.
- 97%+: World-class — sustain with 10–20 counts/week.
Top 3 process failures identified: 1. _______________________________________________ 2. _______________________________________________ 3. _______________________________________________
PART 3 — ABC Classification
Classify each storeroom item by consequence of stock-out, not purchase price. Complete one row per part family or high-usage item.
Classification Rules:
- A — Critical spare: High consequence of stock-out (single-point failure, long lead time, no substitute). Must never reach zero. Requires formal reorder point with safety stock.
- B — Important spare: Significant consequence, but substitutable or short lead time. Reorder point with minimal safety stock.
- C — Consumable/low consequence: Low cost, readily available, bulk replenishment acceptable.
| Part Number | Description | Equipment | Lead Time (days) | Substitute Available? | Consequence of Stockout (H/M/L) | Class (A/B/C) | Current Qty | Reorder Point | Safety Stock | Action |
|---|---|---|---|---|---|---|---|---|---|---|
| ☐ Yes ☐ No | ||||||||||
| ☐ Yes ☐ No | ||||||||||
| ☐ Yes ☐ No | ||||||||||
| ☐ Yes ☐ No | ||||||||||
| ☐ Yes ☐ No | ||||||||||
| ☐ Yes ☐ No | ||||||||||
| ☐ Yes ☐ No | ||||||||||
| ☐ Yes ☐ No | ||||||||||
| ☐ Yes ☐ No | ||||||||||
| ☐ Yes ☐ No | ||||||||||
| ☐ Yes ☐ No | ||||||||||
| ☐ Yes ☐ No | ||||||||||
| ☐ Yes ☐ No | ||||||||||
| ☐ Yes ☐ No | ||||||||||
| ☐ Yes ☐ No |
Reorder Point Formula:
ROP = (Average daily usage × Supplier lead time in days) + Safety stock
Safety stock guidance:
- A-items: safety stock = 1 full lead time cycle at normal usage minimum
- B-items: safety stock = 50% of lead time cycle
- C-items: no formal safety stock — set bulk replenishment trigger (e.g., reorder when bin is half empty)
PART 4 — Scheduling Gate Checklist
Apply before any WO goes onto the weekly schedule. Planner or storeroom tech must complete.
| WO # | Asset / Task | Parts Required | System Qty | Physical Confirmed? | Confirmed By | Date | OK to Schedule? |
|---|---|---|---|---|---|---|---|
| ☐ Yes ☐ No | ☐ Yes ☐ Hold | ||||||
| ☐ Yes ☐ No | ☐ Yes ☐ Hold | ||||||
| ☐ Yes ☐ No | ☐ Yes ☐ Hold | ||||||
| ☐ Yes ☐ No | ☐ Yes ☐ Hold | ||||||
| ☐ Yes ☐ No | ☐ Yes ☐ Hold | ||||||
| ☐ Yes ☐ No | ☐ Yes ☐ Hold | ||||||
| ☐ Yes ☐ No | ☐ Yes ☐ Hold | ||||||
| ☐ Yes ☐ No | ☐ Yes ☐ Hold | ||||||
| ☐ Yes ☐ No | ☐ Yes ☐ Hold | ||||||
| ☐ Yes ☐ No | ☐ Yes ☐ Hold |
Rule: A WO held for unconfirmed parts does not go on the schedule. It goes on the parts-pending list. Rescheduled once confirmation is received.
From Fix the System by Ivan Getov. Companion to Chapter 21: Playbook 7 — Spare Parts Management. getov.xyz/toolkit/fix-the-system/ch21/spare-parts-abc-classification. Free. No email required.