Manufacturing reports and production analytics

Twelve reports, built from what the floor already recorded. Work order progress, production cost, BOM stock readiness, operator output, and the materials still waiting to move, without exporting anything into a spreadsheet first.

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Manufacturing Reports - Production Cost Report overview

Twelve reports across four parts of the operation

Production status, planning, workforce output and supply chain. Each one reads live records, so there is no gap between what happened on the floor and what the report says.

Production monitoring

Work order status, job card progress and item-wise output. The three most people open first thing in the morning.

Planning and scheduling

Whether you have the stock to start, and what the employee and operation schedules look like for a given period.

Workforce and operations

Operator output against target, and the operations that keep running longer than the routing says they should.

Supply chain and cost

What still has to be transferred out, what you are waiting on, and the period cost breakdown underneath it all.

Know where every production job stands

Which jobs are on track, which are behind, and which have already gone past their delivery date. It is the report that replaces walking the floor asking people how it is going.

Late jobs flag themselvesA work order that is behind and past its end date is marked, so the customer is not the one who tells you first.

Ordered against producedEach row carries the ordered quantity and what has come off so far, which is enough to judge completion without opening anything.

The Kanban board as a list

Every task on the floor with who it is assigned to, how far along it is and whether it finished on time. The board is better for watching the day; this is better for reviewing it afterwards or sending it to someone.

Filter by operator, order or statusOpen tasks for one operator, every card on a work order, or everything completed in a date range, ready to export.

Planned time next to actualEach card shows what it was supposed to take against what it did, which is how you find the operations that always overrun.

What still has to leave the warehouse

Raw material that open subcontracting orders need and that has not gone out yet. Warehouse teams work off it so a job worker is never idle waiting on something sitting in your own store.

Only what is outstandingMaterials with nothing left to send drop off the report, so what remains is a list of things to do.

Every line names its orderEach row traces back to the subcontracting order that needs it, which is how the warehouse decides what goes first.

What you are still waiting to get back

Everything sent out to a job worker that has not come back as finished goods. Purchasing chases from this list, and it is usually the first place to look when stock is short and nobody knows why.

Sent against receivedHow much went out and how much has come back, per line, so the outstanding balance does not need working out across orders.

Live orders onlyClosed and cancelled orders are left out, so the report is a follow-up list rather than an archive.

Do we have everything to start

Pick an approved BOM and a quantity, and it checks current stock against every raw material that BOM needs. It is the question worth asking before a work order is raised rather than after.

Checks every level, not just the topRequirements are exploded through the whole BOM, so a component three sub-assemblies down is checked along with everything else.

Find the gap before the line stopsA shortage found here is a purchase request. The same shortage found on day three is a stopped line and a rescheduled delivery.

See every employee's production schedule in one view

Job cards grouped by the person doing them, in the order they are meant to run. Supervisors use it the evening before to check nobody is holding six hours of work in a five-hour shift.

A shift per personEvery card scheduled for an operator in the period, with its work order, its operation and its planned start and end times.

Actual times once it has runWhere work has started, the real start and end times sit next to the planned ones, so slippage is visible on the same row.

See every employee's production schedule in one view

How the schedule loads your machines

When each operation is due to run, which workstation it lands on, and how that compared to reality last time. Planners read it to find the machine that is carrying twice what the others are.

Where the load is sittingWhich machines carry the heaviest scheduled load in a period, which is usually where the next capacity constraint appears.

Are the estimates honestScheduled operation time against recorded time. If an operation is always 40 per cent over, the routing is wrong, not the operator.

Measure what your team produces, not just how long they work

Completed job cards grouped by operator, with output, planned time, actual time and the minutes each person logged. It gives a review something to sit on other than an impression.

Split across shared cardsWhen two people work one card, their time is counted separately rather than collapsing into a team total nobody can act on.

Units, not hoursOutput is counted in units completed rather than time present, which is the number worth managing against.

Measure what your team produces, not just how long they work

How much of each product you made

Quantities added up across every work order and grouped by the item produced. It is the input for next quarter targets, and for noticing that a product you thought was steady has halved.

Ordered, produced, remainingPer item, across all its work orders, so completion is read at product level instead of job by job.

A few periods tells you moreLooking back over several periods is what surfaces the fast movers and the products that quietly under-produce every month.

Find the operations that are holding production back

Planned operation durations against the times job cards actually recorded, across every BOM and work order. The operations that consistently run long are ranked, so improvement work starts with the one that costs most.

Variance per operationPlanned and actual side by side for each step, rather than averaged away inside a work order total.

Ranked, so you know where to startOperations and workstations are ordered by how much delay they cause, which turns a vague sense that things are slow into a list.

Find the operations that are holding production back

Every subcontracting order in one row each

What was ordered, how much material went out, and what has come back, for every subcontracting order. Procurement can read the whole outsourced picture without opening a record per supplier.

Three quantities, one rowOrdered, transferred and received on the same line, so an order that has stalled looks different from one that is moving.

Filter by job worker or statusNarrow to one supplier or one status when you are chasing something specific rather than reviewing everything.

Every subcontracting order in one row each

What a unit actually costs to make

A period cost breakdown using weighted average process costing. Direct material, direct labour, workstation overhead, salaries and allocated expenses come together into one cost per unit that finance and operations can both work from.

The five steps, in orderUnits in progress, equivalent units, costs to account for, cost per equivalent unit, then assignment. Laid out in sequence so it can be explained to an auditor.

WIP kept apart from finished goodsCost on units completed and transferred is shown separately from cost still sitting in work in progress, which is the distinction that matters at period end.

Nothing here needs exporting first

The reports are built on the same records the floor creates, so there is no reconciliation step and no lag between something happening and management being able to act on it.

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4 Production Reports

Work order summary, job cards, item-wise output and costing

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3 Planning Reports

BOM stock readiness, plus employee and operation schedules

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3 Performance Reports

Operator output, BOM operations and subcontracting status

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2 Supply Chain Reports

What still has to move out, and what you are waiting to get back