Analyze cost and on-time performance

Put an hourly cost on work the scheduler already recorded, and see what finished late.

Insights prices the schedule. It takes every task in a date range, multiplies the hours logged against it by two hourly rates you type in, and reports what that work cost, what it made against the budget on the task, and how much of it hit its due date.

The page reads the scheduler's records and writes nothing back. Nothing here changes a job, a task, or a session.

Before you start

The Scheduling Engine module. Every organization sees the Insights tab whether or not it is licensed, so the tab strip is not proof. See Module entitlement.
Web only. Neither mobile app has an Insights tab.
Tasks with hours on them. Insights counts hours operators and machines actually logged, so a schedule nobody has run against produces an empty report. See Start, pause, and complete a job.
A Budget on the tasks, if you want profit rather than cost. See Job and scheduler fields.

There is no role gate. Anyone who can open Production can open Insights and change the rates.

Open Insights

Open Production, then the Insights tab, at /production?select=insights.

The report opens on the last 90 days, at a labor rate of $35 an hour and a production rate of $50 an hour. Those are defaults in the page, not settings your organization chose.

The Insights tab at /production?select=insights, showing the Production tab strip above a filter bar with Machines, Jobs and Operations pills on the left, a search-and-status pill with a 90d date button in the center and an Options button on the right, above the Workorders, Financials and Hours cards

Production Insights. Requires the Scheduling Engine module and is web only.

Narrow the window and the work

Seven controls sit in the filter bar, and they split into two kinds.

Control	Where	What it narrows
Date range	The center pill: `1d`, `7d`, `30d`, `90d`, `1y`, or Custom with two date fields and Apply	Refetches the report
Labor $/hr, Production $/hr	The Options menu	Refetches the report
Machines	Filter pill, grouped by department	Filters the rows on screen
Jobs, Operations	Filter pills, each with a search box	Filters the rows on screen
Search	The magnifier inside the center pill, matching workorder number, title, part, job, operation and machine	Filters the rows on screen
All / Done / On Hold	Status buttons in the center pill	Filters the rows on screen

Only the date range and the two rates go back to the server. Everything else narrows rows the page already holds, so the cards, both charts and the table move the instant you click.

Machines, Jobs and Operations write themselves into the address bar, so a filtered view is a link you can send. Reset, in the Options menu, clears every filter and returns the window to 90 days.

Completion and on-time KPIs

Three cards run across the top. Workorders carries the counts, Financials carries the money, and Hours is a donut splitting total hours into production and labor.

A task is on time when it completed before its due date, or when it has no due date at all. It is behind when it has a due date and either completed after it or is still open past it.

KPI	Definition	Counts what
Workorders	Every task in the window after the filters	Tasks, not jobs. A job for 250 of `BH-4021` with three operations contributes three
Completed	Tasks at status Done	Closed work only
Active	Tasks that are neither Done nor Approved	Open, In Progress and On Hold
Completion	Completed ÷ Workorders	The whole window, not a rolling rate
On-time	On time ÷ (on time + behind)	Every task carrying a due date, plus every task carrying none
Losing money	Share of tasks whose profit is below zero	Needs budgets to mean anything
Margin	Total profit ÷ total budget	The small percentage under the Financials number

Why don't Completed and Active add up to Workorders?

A task at status Approved counts in neither. It stays in the Workorders total and it lowers Completion, so a plant that approves tasks after closing them reads as less complete than it is.

A task with no due date counts as on time.

It lands in both halves of the on-time fraction, so a board where half the work was never given a due date reports an on-time rate it did not earn. Check the Due date column before you trust the number. See Job and scheduler fields.

The Workorders card, showing a large count above four chips reading Completed, Active, Completion as a percentage and On-time as a percentage, beside the Financials card and its Total cost, Labor cost, Production cost and Losing money chips, with numbered callouts on Completion and On-time

Completion and on-time KPIs across the period.

Set hourly rates

Select Options at the right of the filter bar. It holds two fields.

Enter Labor $/hr, the hourly cost of an operator. It opens at 35.
Enter Production $/hr, the hourly cost of a machine running. It opens at 50.
Select Apply, or press Enter in either field.

A blue dot on the Options button means a rate is typed but not applied. Reset, beside Apply, returns both fields to the defaults and clears the filters with them.

The rates are not saved.

They belong to the report, not to your organization, so they return to $35 and $50 on every page load and nobody else sees the numbers you typed. Write your two rates down somewhere your team can find them, or two people will price the same week differently.

Use fully burdened hourly cost, and use one pair of rates for the whole plant. Fully burdened means wage plus benefits, overhead and downtime allowance for labor, and machine cost plus power, tooling and floor space for production.

Insights applies one labor rate and one production rate to everything in the window by design, so there is no per-machine rate to argue about. A per-machine rate that is really a guess turns every machine comparison into a comparison of guesses.

The Options popover open below the Options button, showing a numbered callout on a Labor $/hr field reading 35 and a second on a Production $/hr field reading 50, each prefixed with a dollar sign, above a Reset link and a dimmed Apply button

Setting hourly rates. Use fully burdened cost, and set them once for the whole plant.

The cost model

A task's actual is what it cost: the hours recorded against it, priced at your two rates. A task's budget is the dollar figure typed on the task when it was created, which is what you expected to be paid or to spend. Profit is the difference.

Input	Set on	Unit	Used in
Labor $/hr	The Options menu on this page	Dollars per hour	Labor cost, Total cost, `Labor $/unit`, Profit
Production $/hr	The Options menu on this page	Dollars per hour	Production cost, Total cost, `Production $/unit`, Profit
Labor hours	Sessions operators logged against the task	Hours	Labor cost, the Hours donut
Production hours	Machine time recorded against the task	Hours	Production cost, the Hours donut
Budget	The task, in Create Workorder or inline on the scheduler board	Dollars	Profit, Margin, the Budget bar
Units	The task's good count	Parts	The two per-unit columns, `Profit/u`

Total cost is labor cost plus production cost. Profit is budget minus total cost, and margin is total profit over total budget across the window.

For example, OP20 Turn on job BH-4021 logs 6.0 labor hours and 9.5 production hours. At $35 and $50 that is $210 of labor and $475 of production, so total cost is $685. Against a $900 budget the task shows $215 profit and a 23.9% margin, and 400 good parts make that $1.71 profit a unit.

No budgets on your tasks?

Then profit and margin have nothing to subtract from, and the Financials card reads as pure loss. Use Total cost, Labor cost and Production cost on that card and ignore the large number above them until budgets are in.

Budget versus actual

Financials: Profitability, the column chart below the cards, is where cost meets the quote. One column per bucket, bucketed on the date each task was created. The Weekly and Monthly toggle at its top right also moves the Volume chart above it.

Series	Color	Shows	Visible by default
Budget	Gray	The bucket's total quote, drawn as a wide bar behind the rest	No. Select it in the legend
Production cost	Dark orange	Machine hours priced at Production $/hr	Only when no task in the window has a budget
Labor cost	Light orange	Operator hours priced at Labor $/hr	Only when no task in the window has a budget
Profit / Loss	Green, turning red below zero	Budget minus total cost, stacked on the cost	Only when at least one task has a budget

The chart reads your data before it draws. Give one task a budget and it switches from a cost breakdown to a profit stack, so two organizations looking at the same chart can see different series. Select Budget in the legend to put the quote behind the stack, and the gap between the gray bar and the colored one is the variance.

The largest gap is the job worth opening. A week where production cost runs long against a flat budget usually means the machine took longer than the quote assumed, which the Production / Labor (h) column in the table below will confirm.

The Financials Profitability column chart with a Weekly and Monthly toggle at its top right, showing gray Budget bars behind narrower stacks of dark orange production cost, light orange labor cost and a green Profit segment that turns red below the zero line in three weeks, with a violet arrow at the deepest of them, Aug 17

Budget against actual. The largest variance is the job worth investigating.

You do not need this page to know whether you are late. On-time is visible on the scheduler board, where an overdue task is marked in place.

Insights exists to put money on it. See Plan jobs on the scheduler board.

The operations table

Details: All operations at the foot of the page is one row per task, 20 rows a page, sorted newest first. Select any header to sort by it.

Three of its columns pack two numbers each, colored dark orange for production and light orange for labor: Production / Labor (h) draws a bar for each, scaled to the largest value on the page rather than in the whole report; Production / Labor Cost prices those hours; and Production / Labor $/unit divides by good count and adds a donut showing production's share of the cost. Profit and Profit/u are green at or above zero and red below.

The Group pill above the table offers None, Job and Asset. Grouping moves that column to the front, keeps each group's rows together, and adds a totals row per group covering every matching row rather than only the page on screen. Group by Job to find the job that lost money, and by Asset to find the machine that keeps eating hours.

The All operations table grouped by job, showing the Job, Operation, Part, Asset, WO #, Title, Status, Qty and Profit columns, with a totals row closing each of four job groups, a Group pill set to Job above it and an Export CSV button carrying a menu chevron above right

The operations table, and its CSV export.

Export

Export CSV, at the top right of the table, downloads every row your filters match in the sort order on screen, not only the visible page. With Group set to None it downloads at once. With Group set to Job or Asset it opens a menu offering Operation rows, Totals by job or Totals by asset, and Rows + totals.

Column lists for all three layouts are in Production Insights CSV. The file carries the rates you applied, baked into the cost columns, so label it with them before you send it on.

When the report is empty

Symptom	Cause	Fix
No insights available for the selected range.	No task was created inside the window	Widen the date range before you suspect the data. A new board often has nothing in the last 90 days
The cards read zero and the charts are blank	The filters exclude everything	Select Reset in the Options menu, then reapply one filter at a time
No workorders match the current filters. under the table	The search box or a status button is still narrowing rows	Clear the search with the ✕ inside the pill, and select All
Not enough date data under a chart	The matching tasks carry no creation date, so nothing can be bucketed	Check the range. An ERP import that skipped dates also causes it. See Import a schedule from your ERP
Every cost column reads `$0.00`	Both rate fields are empty, so nothing is priced	Reopen Options, enter both rates, and select Apply
Cost is zero but the work ran	No session was ever logged against the task, so there are no hours to price	See Start, pause, and complete a job
Failed to load insights.	The request for the report failed	Select Retry. If it repeats, narrow the range: a year at a busy plant is a large request