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Solution · Operations & productionA fault reported in a minute from under the attraction, and the inspection planned before the lane dies on Saturday
Attraction faults and inspections under control
A QR code at every attraction lets staff report a fault in a minute, from a phone, with a photo. The robot keeps a service log per machine, watches inspection dates, blocks a broken attraction in the booking system and nudges the technician before a trifle becomes a Saturday breakdown. Repairs and shutdown decisions stay with people.
Executive summary
A leisure venue lives off working attractions: lanes, machines, go-karts, stations; and their faults live on a chalkboard, in text messages and in the belief that somebody already called the service firm.
A QR code at the attraction turns a report into one minute of work: description, photo, done; the robot opens a case, keeps the machine’s service log and makes sure no report dies on the way.
Inspections are planned from a calendar, not from breakdowns; a broken attraction disappears from bookings before a customer buys it online, and the owner sees which machine fails most often and what it truly costs.
QR reports from phones; machine service logs in SharePoint; cases and reminders in Microsoft Teams; attraction blocks in the booking system
Business problem
Everyone knew the lane was jamming. Nobody was the one supposed to call
Every leisure venue has its folklore of faults: lane three lifts the pins too slowly, kart seven stalls on the bend, the trampoline by the wall has a cracked spring. This knowledge is universal and nobody’s at once: it hangs on the chalkboard, circulates in the shift’s text messages and in the sentence “somebody should report that”, uttered from Wednesday to Saturday.
Reporting a fault today is a social activity: find the manager, describe the problem, hope he writes it down, while he hopes he will remember to call. Along the way the report dies on average twice: once between the shift and the manager, once between the manager and the service firm. The machine meanwhile keeps working, deteriorates further and picks the most profitable evening of the week for its finale.
Periodic inspections have dates, but dates have a habit of passing: the inspection register is a binder, and a binder does not remind. Sometimes the reminder comes from the technician during a repair, or worse, from an outside inspector. Add bookings: a customer buys online a lane that has stood dead since morning, and the scene at the counter writes itself.
At year end the owner knows the total spent on servicing, but not on what: which machine is a bottomless pit and which fails once in three years. Without a per-machine service log, equipment replacement decisions are made on gut feeling, and gut feeling can be expensive.
How it works today
Below is what the work looks like before anything is automated.
- PersonThe shift notices a fault and chalks it on the board
- WaitingThe report waits until somebody catches the manager between customers
- Risk of errorThe manager notes it on a slip and means to call the service firm
- WaitingThe machine keeps working and deteriorates until Saturday
- Risk of errorA customer books online an attraction that has stood dead since morning
- WaitingThe inspection date is remembered by the technician, or by an inspector
Why the current process costs more than it appears
The bill that never shows up in a budget.
- How many days pass between noticing a fault and reporting it to the service firm?
- Which machine failed most often this year and what did it cost in total? Who knows that?
- How many times did a customer book online an attraction that was out of service?
- Which periodic inspections fall due within 60 days, and how do you know?
Cost of inaction
The model assumes a venue with a dozen-plus attractions and six outage evenings a year at a few hundred euros of takings each; your own numbers live in the booking calendar and the repair history, if anyone keeps one.
The costliest line is hypothetical until the day it is not: a safety fault reported in chalk on a board is a sentence no owner wants to read in an official report.
A model organisation with realistic proportions – the numbers exist so you can run the same maths on your own data; they are not a client result.
A bowling alley with a bar and arcade: 8 lanes, 12 machines, a kitchen, about 70 reports and inspections a year, external lane service, Microsoft 365. Faults on a chalkboard.
Wednesday, 7:40 pm: a shift worker sees lane three lifting pins too slowly. He scans the QR code at the lane, picks “pinsetter”, adds a sentence and attaches a phone video. One minute.
The robot opens a case, writes it into lane three’s service log and sees it is the third pinsetter report this quarter; it raises the priority and proposes calling the service firm instead of watching.
The manager approves with one tap; the request goes to the service firm by email with the lane’s fault history and the video. The firm confirms Friday morning, before the weekend.
For the repair window the robot blocks lane three in the booking system, so nobody buys it online; on Friday after the repair the technician ticks the case off, the block lifts, and the service log gains an entry with the invoice.
In Monday’s report the owner sees: lane three accounts for 40% of this year’s lane service costs; the pinsetter replacement conversation finally has numbers. A model scenario, not a record of a specific venue.
Proposed solution
Every attraction and every significant machine gets a card in SharePoint and a QR code stuck in plain sight. Reporting a fault is a scan, a category, a sentence and optionally a photo or video; anyone on the crew can report, from their own phone, in a minute. The robot opens a case with an owner and a priority by your rules: what is watch-and-wait, what is a service call, what is an immediate shutdown for the manager to decide.
Each machine’s service log writes itself: reports, repairs, inspections, costs from invoices, all chronological and countable. Periodic inspection dates sit in the machine’s calendar, and the robot reminds with the lead time you set, proposing slots on low-traffic days. The inspection register prints on demand within a minute, which every inspector and every insurer appreciates.
The most practical piece ties faults to money: an attraction shut down by the manager disappears from the booking system via connector, export or API, so no customer buys online a lane that stands dead. When the repair is ticked off, the block lifts by itself. Decisions to shut down, call service or replace equipment are always made by people; the robot makes sure they are made on numbers and on time.
UiPath Orchestrator: the report queue, priorities, inspection reminders and an audit trail of every case; UiPath Integration Service connectors to SharePoint, Teams and Outlook 365
QR codes at the attractions, phone reports with photos, machine service logs, an inspection calendar with reminders, booking blocks and a per-machine cost report
Your booking system via connector, export or API for blocking attractions; service firms by email with the machine’s history; service invoices attached to cases
How the automated process works
- AutomationA QR scan at the attraction: category, description, photo, one minute
- AutomationThe robot opens a case, adds it to the service log and sets a priority
- PersonThe manager decides: watch, call service, or shut the attraction down
- SystemA shut-down attraction disappears from bookings before anyone buys it online
- AutomationThe service request goes out with the machine’s history and the material
- SystemPeriodic inspections announce themselves ahead of time, on quiet days
Human-in-the-loop model
Automation handles
- Taking the report, a case with a priority and the service log entry
- Inspection reminders, booking blocks and the correspondence with service firms
- The per-machine cost and failure report for the owner
People decide
- Decisions to shut down an attraction, call service or replace equipment
- The repairs and inspections themselves: the robot does not perform them, it watches them
- The priority rules and safety thresholds: set by the venue
Before and after
Systems and integrations
The stack is short on purpose: one engine, one execution layer, one place where a person decides.
Inputs
- QR reports from the crew’s phones
- the machines’ periodic inspection calendar
- the manager’s decisions on shutdowns and priorities
- service invoices attached to cases
Automation layer
- UiPath Orchestrator
- UiPath Robots
- UiPath Integration Service
- UiPath Action Center
Target systems
- machine service logs in SharePoint
- attraction blocks in the booking system
- cases, reminders and the cost report in Teams
Human touchpoints: the manager’s decision on every case; ticking off a repair; a monthly look at the failure report
Technologies used
the report queue, priorities, reminders, a trail of every case
Acases, service logs and emails to service firms
Acategory, description, photo from any crew member’s phone
Ablocking shut-down attractions via connector, export or API
Bcosts attached to cases via a mailbox or an accounting export
BHow we deliver this
From this description to a running process
We deliver this solution through our process automation service: first we measure the process on company data, then we build, test and maintain the robots.
Industry
Case studies
Delivered client work is described under Case studies.
Illustrative economic model
Numbers you can check against your own data.
The model assumes a dozen-plus attractions and six rescued evenings a year; your true stake lives in the booking calendar. Safety risk is not priced; it is the reason, not a line in the table. Put your own figures into the calculator beside.
Run the numbers on your data
An illustrative estimate based on your inputs. It models freed capacity, not promised savings.
Business benefits
- A fault reported in a minute from under the attraction, with a photo, by anyone on the crew
- No report dies between the shift, the manager and the service firm
- No customer buys online an attraction that stands dead; the block lifts after the repair
- Periodic inspections announce themselves, on low-traffic days
- The owner sees costs and failure rates per machine, not one total at year end
The management view
- The most profitable evenings stop depending on whether somebody called the service firm on Wednesday
- The inspection register is ready for an inspector or an insurer at any moment
- Equipment replacement decisions rest on a machine’s history, not on gut feeling
Board-level KPIs
time from noticing to reporting a fault · downtime during peak hours · inspections done on time · bookings sold for shut-down attractions · service cost per machine
Security and governance
The automation has exactly the permissions it needs. Not one more.
- Reports concern machines, not people; the robot does not grade the crew’s work
- Every case has a trail: who reported, who decided, when it was repaired and for how much
- Safety thresholds and immediate-shutdown rules are set by the venue; the robot enforces them, it does not invent them
- The decision to return an attraction to use always belongs to a person
- Data stays in your Microsoft 365 tenant; the robots run in the EU region of UiPath Automation Cloud
Why now
The season loads the machines hardest and forgives least; a reporting system started before the peak pays for itself with the first rescued Saturday.
QR codes and phones have been in the crew’s pockets for years; what is missing is the place a report should land.
A quick-win deployment covers the whole machine park in weeks, changing no habits beyond one scan.
Relevant executive roles
Sees what the machines truly cost and stops losing the best evenings to downtime
Report in a minute and know the case is alive; the chalk retires
Receives requests with history and material instead of a call saying “something jams”
Common questions and objections
No. The technician gets an email with the report, the machine’s history and the photo, and ticks the repair off via a link, or your manager does. For the service firm nothing changes except the quality of the reports.
It can be switched on: a separate, simpler guest form, feeding the same queue with a lower priority and crew verification. Many owners start with the crew and add guests after a month.
It does not, and it does not pretend to. Your formal supervision duties continue as before; the robot watches the dates, completes the history and makes sure no deadline ever finds you surprised.
When this is not the right solution
- A venue with three machines and a service firm next door: the board genuinely suffices
- Expecting failure prediction from sensors: that is a different shelf; we order the reports, inspections and history
- A manager unwilling to agree any priority rules: without them the report queue is a new chalkboard
A question for the next management meeting
Which of our attractions is the bottomless pit, and can we prove it today with numbers rather than an impression?
Implementation approach
Scope without ambiguity, before anything is signed.
We deliver
- Machine cards, QR codes and a phone report form
- Cases with priorities, service logs and the correspondence with service firms
- An inspection calendar with reminders and a printable register
- Blocks for shut-down attractions in your booking system
- A monthly per-machine cost report and two weeks of assistance
We need from you
- The list of attractions and machines with their inspection dates
- Your priority rules and immediate-shutdown thresholds
- Access to Microsoft 365 and to the booking system via export or API
Stages
Discovery
The machine park, today’s fault flow, inspection dates; half a day on site
Rules
Categories, priorities, shutdown thresholds, reminder lead times
Build
Cards, QR codes, cases, logs, blocks, the report
Parallel run
Two weeks: QR beside the chalkboard, comparing reaction times
Go-live
The chalkboard retires; a report review after a month
A quick win. Most of the work is a one-off listing of machines and inspection dates; daily life is one scan and a manager’s decision.
Saturday, 5:20 pm: lane three dies mid-birthday-party. It had jammed since Wednesday. Everyone knew. The chalk report never reached the service firm.
List last quarter’s faults and count the days from noticing to repair. Send us that list; we will send back a report-flow design and the arithmetic of the evenings there are to rescue.
Count your downtimeThe neighbouring process usually has the same problem
The autoclave, the extinguishers, the liability policy and staff check-ups expire in different calendars.
See the solution Operations & productionRentals: bookings, deposits, inspectionsA customer reserved two bikes someone just rented out. The deposit in a notebook, the servicing in memory.
See the solution Management & planningUtilisation of lanes, rooms and studios, weeklyEvenings burst at the seams, mornings stand empty, and the price list has been one for years.
See the solution