IS WORK OVER?

Automation index

How much of a Watchmaker’s job can AI already do?

A diagnosis and a spare come earlier. Opening the movement so it keeps time again do not.

This percentage does not predict how many people will lose their jobs.

Task comparison

Watchmaker

Where the time goes

Task weights are our estimates based on O*NET frequency data, not time shares published by O*NET.

The time saving for each task is estimated separately.

TaskShareAIPoints
Diagnose, quote and explain to the client.
Estimate

No public source provides a precise figure. This is our estimate.

16%32%+5.1
Open, strip, clean and oil the movement.
Estimate

No public source provides a precise figure. This is our estimate.

22%8%+1.8
Spares, rate adjustment and calibration.
Estimate

No public source provides a precise figure. This is our estimate.

16%28%+4.5
Cases, straps, water resistance and polish.
Estimate

No public source provides a precise figure. This is our estimate.

16%22%+3.5
The counter, commissions and pieces that do not come back.
Estimate

No public source provides a precise figure. This is our estimate.

16%36%+5.8
Times, real spares and a watch that keeps time.
Estimate

No public source provides a precise figure. This is our estimate.

14%12%+1.7
Total100%22%

Modelled workweek: 100% · Public evidence: 0% · Estimate: 100% · Confidence: Low

Skills and activities

  • repair watches
  • open movements
  • oil calibres
  • adjust rate
  • change straps
  • water-resistance test
  • diagnose watches
  • polish cases

Sources for this job· O*NET 51-9071.00· ESCO/ISCO 7311

Reliability engineer

Where the time goes

Task weights are our estimates based on O*NET frequency data, not time shares published by O*NET.

The time saving for each task is estimated separately.

TaskShareAIPoints
Data, MTBF and the Pareto.
Estimate

No public source provides a precise figure. This is our estimate.

18%48%+8.6
Failure, the cause and not patching twice.
Estimate

No public source provides a precise figure. This is our estimate.

16%40%+6.4
Spare, the critical and not hiding it.
Estimate

No public source provides a precise figure. This is our estimate.

16%22%+3.5
RCM, the plan and the one that is not done.
Estimate

No public source provides a precise figure. This is our estimate.

16%28%+4.5
Production, the rush and not running the tired one.
Estimate

No public source provides a precise figure. This is our estimate.

18%14%+2.5
That it does not drop at three, and not hiding the spare.
Estimate

No public source provides a precise figure. This is our estimate.

16%12%+1.9
Total100%27%

Modelled workweek: 100% · Public evidence: 0% · Estimate: 100% · Confidence: Low

Skills and activities

  • MTBF
  • Pareto
  • root causes
  • critical spares
  • RCM
  • failures
  • maintenance plans
  • not patch twice

Sources for this job· O*NET 17-2112.00· ESCO/ISCO 2141

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