Note · 11 March 2026
What a dispatch audit actually watches
A week on a live board is not a workshop. Here is what we write down, and what we ignore, when we sit with planners in Kuala Lumpur.
People ask whether we “assess the scheduling module.” That phrase is too wide to be useful. On a dispatch audit we watch a live week. We sit at the same screens the duty planner uses, at the same hours, including the late afternoon when emergency jobs start to shove the next morning’s run.
We write down three things for every late or split job: the reason the application offers, the reason the planner gives, and the reason the technician gives after the job. When those three disagree, that disagreement is the finding. The software is not “wrong” in the abstract. It is telling a story the yard does not recognise.
We ignore vanity metrics that the vendor dashboard highlights — utilisation percentages that count travel as productive, or “jobs per day” that treat a five-minute meter read the same as a plant shutdown. Those numbers can stay on the wall. They do not tell you why a crew arrived at a condominium in Mont Kiara with the wrong access code and the wrong part.
The useful artefacts are ordinary: a marked-up board, a list of rules that fired, and a short conversation with the people who will have to live with any change. If a recommendation cannot be explained to a planner in one minute, it does not belong in the pack.