Predictive maintenance means servicing a machine shortly before it fails, using condition data from the equipment itself — as opposed to preventive maintenance, which services on a schedule whether or not anything is wrong, and reactive maintenance, which waits for the breakdown. The idea is old. What is new is that the sensing and the models are cheap enough to attempt at scale, and the results are being surveyed.
The surveys disagree, and this collection publishes the disagreement rather than averaging it. Fluke’s 2026 Censuswide survey of more than 600 decision-makers across the United States, United Kingdom and Germany reports predictive maintenance rising from 9% to 18%. The 2025 State of Industrial Maintenance Report reports it falling from 30% to 27%. Those cannot both describe the same thing: a baseline of 9% and a baseline of 30% are measuring different thresholds, or different populations, or both. Anyone quoting a single adoption number for this technology is choosing one survey and not telling you.
Where the Fluke figures are internally consistent, they say something more interesting than the headline. Reactive maintenance held flat at 36% while scheduled proactive work fell from 55% to 45% and predictive reached 18%. On those numbers predictive maintenance is displacing planned servicing, not the emergency repairs it is usually sold as preventing — the firefighting is unchanged.
The barrier is people, not technology. Skills-related obstacles made up roughly 78% of all reported barriers to digital maintenance progress: expertise 23%, skilled labour 19%, knowledge 18%, workforce 17%. Over the same period the share of respondents expecting to complete their Industry 5.0 transition within six months fell from 33% to 22% — a schedule slipping, measured.
The reason anyone pays for this is downtime. Siemens’ True Cost of Downtime 2024 put unplanned downtime at roughly $2.8 billion a year across Fortune 500 companies, about 11% of revenue, and about $253 million a year for a large plant.
This collection is small and rests heavily on one survey publisher. That is a real limitation rather than a stylistic one: the contradiction described above is visible precisely because two surveys were found, and a third would probably produce a third answer.