How the calculations work

How the attendance rate is worked out

• Required sessions = every mark for that learner except "not required"

How the attendance rate is worked out

• Sessions attended = marks of "present" + marks of "late"

How the attendance rate is worked out

• Attendance rate = (sessions attended ÷ required sessions) × 100

How the attendance rate is worked out

• Absence rate = 100 − attendance rate

Unauthorised absence

• Unauthorised absence rate = (unauthorised absences ÷ required sessions) × 100

Persistent absence

• Attendance rate < persistent-absence threshold

The two rates, and why they differ

• Recycling rate = recycled weight ÷ total weight × 100

The two rates, and why they differ

• Diversion from landfill = diverted weight ÷ total weight × 100

Kilograms and tonnes

• Weight in kilograms = entered weight × 1000 if the unit is tonnes, otherwise the entered weight

Kilograms and tonnes

• Reported weight = kilograms ÷ 1000 if the reporting unit is tonnes, otherwise kilograms

Contamination

• Contaminated weight = collection weight × contamination % ÷ 100

Contamination

• Contamination rate = contaminated weight ÷ weight of collections where contamination was measured × 100

Cost, rebates and cost per tonne

• Cost per unit weight = net cost ÷ weight in the reporting unit

Volume, containers and density

• Density = weight in kilograms ÷ volume in cubic metres

How the flags are worked out

• Uncontrolled copy risk = status is Superseded AND copies to withdraw > 0 AND withdrawal not confirmed
• Current = status is Issued
• Review overdue = status is Issued AND next review due is before today
• Documents controlled = count of distinct document numbers having at least one Issued revision
• Revisions per document = total revisions on file ÷ distinct document numbers

How the figures are worked out

• Days open = (actual effectivity date, or today if not yet effective) − date raised
• Effectivity variance = actual effectivity date − target effectivity date (positive = late)
• Stock value at risk = sum of stock value on open change notes with a disposition other than “none”
• Average days to effective = mean of (actual effectivity − date raised) over change notes marked effective

Age and book value

• Age in years = (today − acquisition date) ÷ 365.25

Age and book value

• Residual value = purchase cost × residual %
• Annual depreciation = (purchase cost − residual value) ÷ expected life
• Book value = max(residual value, purchase cost − annual depreciation × age)

Remaining useful life

• Remaining useful life = max(0, expected life − age)

Replacement cost and the annual provision

• Remaining-life basis = replacement cost ÷ max(1, remaining useful life)
• Whole-life basis = replacement cost ÷ expected life

Inspections and the overdue flag

• Days to inspection = next due date − today
• Negative → overdue · 0 to warning window → due soon · beyond → scheduled

Frequency and next due

• Days to next due = next due date − today, in calendar days

How the averages are worked out

• Average audit score = sum of scores on audit rows ÷ number of audit rows with a score

Areas and the latest-audit rule

• Latest audit for an area = the audit row with the most recent date for that area

Areas and the latest-audit rule

• Areas below target = areas whose latest audit score is below the target

The date that actually matters

• Notice deadline = end date − notice period (in calendar days)

Annualising the value

• Annualised value = value per payment × payments per year
• monthly × 12 · quarterly × 4 · annual × 1 · on demand × 1

Every figure, worked out

• Days to expiry = end date − today
• Notice deadline = end date − notice period
• Days to notice = notice deadline − today = days to expiry − notice period
• Live contract = status is not "terminated" AND end date is on or after today
• Annual value = sum of annualised value across live contracts only

Measuring compliance

• Compliance = services done on or before their due date ÷ services scheduled due in the period × 100
• Days late = completed date − due date
• (for a point not yet done: today − due date)

MTBF and MTTR, honestly

• MTBF = days between the first and last recorded breakdown ÷ (number of breakdowns − 1)
• MTTR = total repair hours on breakdowns ÷ number of breakdowns

How response and fix time are worked out

• Response hours = (date attended − date reported) × 24 + (time attended − time reported) ÷ 60 minutes

How response and fix time are worked out

• Fix hours = (date completed − date reported) × 24 + (time completed − time reported) ÷ 60 minutes

How response and fix time are worked out

• Response target met = response hours ≤ response target for that job's priority

How response and fix time are worked out

• Fix target met = fix hours ≤ fix target for that job's priority

Service level percentages

• Response service level % = jobs attended within target ÷ jobs with a measurable response time × 100

Service level percentages

• Fix service level % = completed jobs fixed within target ÷ completed jobs with a measurable fix time × 100

First-time fix rate

• First-time fix rate % = completed jobs ticked as first-time fix ÷ all completed jobs × 100

Cost, labour hours and labour days

• Total cost of a job = labour cost + parts and materials cost

Cost, labour hours and labour days

• Labour days = total labour hours ÷ working hours in a day

Setting the minimum, and reading cover months

• Cover months = quantity on hand ÷ (12-month usage ÷ 12)
• Minimum (consumable) ≥ expected usage over the lead time, plus a safety margin
• Minimum (vital insurance spare) ≥ 1, regardless of usage

Where the consumption figure comes from

• Consumption = this reading − the previous reading on the same meter

Unit rate and standing charges

• Unit rate = cost of the consumption ÷ consumption

Unit rate and standing charges

• Total cost = cost of the consumption + standing charge

Volume effect and price effect

• Cost change = (consumption now × rate now) − (consumption before × rate before)

Volume effect and price effect

• Volume effect = (consumption now − consumption before) × rate before

Volume effect and price effect

• Price effect = (rate now − rate before) × consumption now

Degree days and the weather

• Consumption per degree day = consumption ÷ degree days in the period

Floor area, occupancy and intensity

• Intensity = consumption ÷ floor area

Periods, days and daily averages

• Days in the period = (period end − period start) + 1

Periods, days and daily averages

• Average daily consumption = consumption ÷ days in the period

Recording a bill

• Outstanding balance = invoice amount − amount already paid

How the aging works

• Days overdue = today − due date (a negative result means it is not yet due)
• Bucket: not yet due · 1–30 days · 31–60 days · 61–90 days · over 90 days

Settlement discounts, and whether to take them

• Discount available = outstanding balance × discount % ÷ 100
• (zero once the discount date has passed)

Settlement discounts, and whether to take them

• Annualised value = [ d ÷ (100 − d) ] × [ 365 ÷ (due date − discount date) ] × 100
• where d is the discount percentage and the dates are days apart

Days payable outstanding

• Days payable outstanding = (total outstanding ÷ credit purchases for the period)
• × days in the period

Supplier summary

• Average days to pay = mean of (date paid − invoice date) across bills marked
• paid in full that carry a payment date

Due dates and payment terms

• Due date used = invoice date + standard payment terms (days)

Balance outstanding

• Balance outstanding = invoice amount − amount paid

The aging buckets

• Days overdue = today − due date used (0 if not yet due)

Overdue value and overdue share

• Overdue value = sum of balances where days overdue > 0

Overdue value and overdue share

• Overdue share = overdue value ÷ total outstanding × 100

Days sales outstanding

• Days sales outstanding = (accounts receivable ÷ credit sales for the period) × days in the period

Formulas

• Cost variance = budget − actual
• Revenue variance = actual − budget
• Variance % = variance ÷ budget × 100
• Total commitment = actual + committed

The three transaction types

• Signed amount = +amount for a top-up · −amount for an expense or a reimbursement

The running balance

• Balance = opening float + sum of all signed amounts, in date order

Reconciling against the tin

• Closing balance = opening float + total top-ups − total expenses − total reimbursements

Every formula

• Duty time (h) = (duty end − duty start) ÷ 60, adding 24 h where the end is not after the start

Every formula

• Driving time (h) = driving minutes ÷ 60

Every formula

• Working time (h) = (driving minutes + other work minutes) ÷ 60

Every formula

• Daily driving breach when driving hours > maximum daily driving hours

Every formula

• Daily duty breach when duty hours > maximum daily duty hours

Every formula

• Break breach when driving hours > break trigger AND break minutes < minimum break

Every formula

• Rest breach when rest before duty < minimum rest, and rest before duty was recorded

Every formula

• Breaches on a duty = count of the four checks above that failed (0 to 4)

Every formula

• Weekly driving (h) = sum of driving minutes ÷ 60 for the same driver in the same week

Every formula

• Average daily driving (h) = total driving hours ÷ number of duties recorded

The figures, exactly

• Cost per fuel unit = cost of the fill ÷ fuel quantity

The figures, exactly

• Consumption = distance since last fill ÷ fuel quantity
• (full fills only; "—" otherwise)

The figures, exactly

• Cost per distance unit = cost of the fill ÷ distance ("—" when the distance is 0)

Outlier flagging

• Deviation % = (consumption − expected) ÷ expected × 100

Fleet averages done honestly

• Fleet cost per distance = total cost of all fills ÷ total distance of all fills

Cost per kilometre or mile

• Cost per unit = total recorded cost ÷ distance covered

Fuel and energy efficiency

• Efficiency = distance covered ÷ volume or energy used

Service intervals

• Service due at = odometer at last logged service + service interval

The two scores, stated honestly

• Return multiple = revenue potential ÷ investment required
• Risk-adjusted score = return multiple ÷ risk rating (1–5)

Direction-aware attainment

• Higher is better: attainment = actual ÷ target × 100
• Lower is better: attainment = target ÷ actual × 100

The two axes, precisely

• Relative market share = our revenue ÷ largest competitor's revenue
• A value of 1.00 means level with the leader. Above 1.00 you are the leader; 0.25 means the leader is four
• times your size.

Putting numbers on it

• Annualised amount = monthly figure × 12, or the annual figure as entered
• Modelled margin = annualised revenue − annualised costs

Measures that are outcomes, not activities

• Higher is better: attainment = current ÷ target × 100
• Lower is better: attainment = target ÷ current × 100

How progress is scored

• Metric progress = (current − start) ÷ (target − start) × 100
• Lower-is-better key results invert: progress = (start − current) ÷ (start − target) × 100
• Milestone progress = 100 when done, otherwise 0 · displayed progress is clamped between 0 and 120

Scoring and the bands

• Score = impact × likelihood (each 1–5, so the score runs 1–25)

Scoring from indicators, not opinion

• Force pressure = mean strength of its indicators (1–5)
• Industry attractiveness = mean of the five force means

The formulas

• Committed investment = Σ investment where horizon is Now or Next
• Duration (days) = planned finish − planned start (— when there is no start date)
• Overdue = planned finish is earlier than today, and status is Not started or In progress
• Commitment weight: Now or Next → Committed; Later → Intent; Exploring → Option

How the scoring works

• Score = impact × likelihood (each 1–5, so the score runs 1–25)

The risk rating

• Likelihood (Low 1, Medium 2, High 3) × Severity (Low 1, Medium 2, High 3) = score 1–9
• Score 1–2 → Low · 3–4 → Medium · 6 → High · 9 → Critical

The reporting deadline

• Hours to report = time reported − time discovered
• Deadline missed when hours to report > the deadline set in Settings

Clock hours or working hours

• Working-hours basis = minutes between the two timestamps that fall on a working
• calendar day, ÷ 60

Containment and hours to contain

• Hours to contain = time contained − time discovered
• Average hours to contain = total hours ÷ breaches that have both timestamps

Retention periods

• Average retention = sum of the recorded periods ÷ number of activities with a period recorded

How the risk score is built

• Risk score = (special category data ? w special : 0) + (sent outside the country ? w transfer : 0) + (assessment required and not done ? w assessment : 0) + (basis is consent ? w consent : 0)

Reviews and overdue

• Days to review = review date − today
• Overdue = days to review < 0 and the status is not "retired"

The three thresholds

• Over approval = estimated value > approval threshold

The three thresholds

• Over limit = estimated value > prohibition threshold

The cumulative total — the number that matters

• Counterparty running total = sum of value of all entries where
• counterparty name matches (case and spacing ignored)
• and direction matches (received with received, given with given)
• and the year of the date offered matches
• and the date offered is on or before this entry's date
• and the outcome is accepted, retained by the organisation, or donated to charity

How the review flag is worked out

• Flagged if:
• the counterparty individual is a public official, or
• a tender or contract negotiation was live at the time, or
• the value is above the prohibition threshold, or
• the counterparty running total is above the cumulative annual threshold

How the review flag is worked out

• Unapproved = entries taken in (accepted, retained or donated to charity)
• whose approval status is anything other than approved

Due dates and extensions

• Effective due date = revised due date if one is recorded, otherwise the original due date

Overdue and ageing

• Days overdue = today − effective due date, for findings not yet closed, when the result is positive

Overdue and ageing

• Age = today − date raised, for findings not yet closed

Closing a finding

• Closure days = date closed − date raised, per finding, both dates required

The headline figures

• Average closure days = Σ (date closed − date raised) ÷ number of closed findings with both dates
• % closed as verified = verified closures ÷ all closed findings × 100

Inherent and residual — why you score twice

• Score = likelihood × impact (1 to 25)
• Risk reduction = inherent score − residual score

Drills and evacuation time

• Displayed time = floor(seconds ÷ 60) : (seconds mod 60), e.g. 205 s → 3:25

Due dates and the overdue flag

• Days to due = next due date − today (calendar days; negative = overdue)

The figures, and how they are calculated

• Satisfactory outcomes % = events with outcome "satisfactory" ÷ all events in the filter × 100

The figures, and how they are calculated

• Average drill time = sum of recorded times ÷ number of drills with a recorded time (rounded to the nearest second)

Quantities and units

• Quantity held (per unit) = Σ quantity of rows sharing that unit
• There is no cross-unit total, and there should not be one.

Safety data sheets

• Data sheet age (months) = whole months between the sheet date and today
• Flagged when age > the warning set on the Settings tab (36 months by default)

Assessment and review dates

• Review due = entered review date, if there is one
• otherwise = assessment date + review interval (months)
• Days to review = review due − today (negative means overdue)
• Overdue = days to review < 0
• Due soon = 0 ≤ days to review ≤ the reminder window (60 days by default)

Frequency rates

• Frequency rate = (number of events ÷ hours worked) × basis

How the state is worked out

• Issued at = date issued + time issued (blank time = 00:00)
• Valid until = valid-until date + valid-until time (blank time = 23:59)

How the state is worked out

• Time to expiry = valid until − now
• Permit duration (hours) = (valid until − issued at) ÷ 3,600,000 ms

The headline figures

• Returned % = permits with status “returned” ÷ permits shown × 100

Charts and tables

• Average duration (hours) = sum of durations ÷ number of permits with both a valid
• issue moment and a valid expiry moment

Expected life and replacement dates

• Replacement due = date issued + expected life (months)

Expected life and replacement dates

• Days to replacement = replacement due − today

Inspection-critical equipment

• Next inspection due = last inspection + inspection interval (months)

Cost, and what it does not include

• Line cost = quantity × unit cost

Cost, and what it does not include

• Total cost = sum of all line costs in the current filter

Scoring: likelihood × severity

• Risk score = likelihood (1–5) × severity (1–5) → 1 to 25

How the score is worked out

• Compliant = W points
• Minor non-conformance = W − 1 points
• Major non-conformance = 0 points
• Not applicable = excluded, no points earned and no points available

How the score is worked out

• Compliance score % = 100 × (points earned ÷ points available)
• points available = W × number of scored items

Weighting a major against a minor

• points available = 3 × 18 = 54
• points earned = (15 × 3) + (2 × 2) + (1 × 0) = 45 + 4 + 0 = 49
• compliance score = 100 × 49 ÷ 54 = 90.7 %

Closing non-conformances out

• Days open = date closed − inspection date
• (for an action still open: today − inspection date)

The trend line and your target

• Month score % = 100 × (points earned that month ÷ points available that month)

Counting talks, not rows

• Talks delivered = number of distinct (date + topic) combinations
• Attendances recorded = number of rows
• People briefed = number of distinct attendee names
• Average attendance per talk = attendances ÷ talks delivered

Counting talks, not rows

• Signed rate = signed attendances ÷ all attendances × 100

Briefing hours

• Briefing hours delivered = Σ (duration of each distinct talk) ÷ 60
• Person-hours = Σ (duration of each talk × attendees at that talk) ÷ 60

Coverage and the frequency target

• Days since last briefing = today − most recent talk date for that person
• Overdue when days since last briefing > frequency target

What this tool does

• Box = performance (1–3) × potential (1–3), nine combinations
• Calibration progress = placements past draft ÷ all placements in the cycle
• Succession coverage = top-talent rows with a named successor ÷ all Star, High potential and High performer rows
• Centre-box share = Core player placements ÷ all placements in the cycle

How days are counted

• Estimated working days = calendar days in the range × (working days per week ÷ 7)

Entitlement and balance

• Remaining = entitlement − days taken that come out of the entitlement

The Bradford Factor

• Bradford Factor = spells² × total days

Headcount, status and service

• Length of service (years) = (end date, or today if still employed − start date) ÷ 365.25

Full-time equivalent

• FTE = contracted hours per week ÷ standard full-time week (Settings)

Annualising pay

• Annual salary → as entered
• Monthly salary → monthly × 12
• Hourly rate → rate × contracted hours per week × paid weeks per year
• Daily rate → rate × (contracted hours per week ÷ standard day) × paid weeks per year
• where standard day = standard full-time week ÷ standard working days per week

Anchored scores and evidence discipline

• Candidate average = sum of all criterion scores ÷ number of scores
• Interviewer spread (per candidate) = highest interviewer's average − lowest interviewer's average

How every figure is calculated

• Days since start = today − start date (in whole days)

How every figure is calculated

• Probation end date = start date + probation length (Settings)

How every figure is calculated

• Checklist completion % = items completed ÷ checklist total × 100

How every figure is calculated

• Average checklist % = mean of completion % across active hires only

How every figure is calculated

• Review overdue = review date before today, AND not ticked as held, AND hire still active

How every figure is calculated

• Probation pass rate = passed ÷ (passed + failed) × 100

How paid overtime is costed

• Overtime cost = hours × base hourly rate × band multiplier (paid entries only)

The TOIL balance

• TOIL balance = Σ (accrued hours × band multiplier) − Σ (taken hours)

The overtime budget

• Budget used % = paid overtime cost ÷ (monthly budget × months in the current view) × 100

How the numbers are worked out

• Weighted objective score (per person) = Σ(rating × weight) ÷ Σ(weight), across that person's rated objectives only
• Team figure = average of the per-person scores
• Reviews completed = people with a signed summary ÷ people in the latest cycle
• Rating distribution = count of rated items at each rating, all item types

Time to hire

• Days in process = end date − date applied
• end date = date hired (if hired) · stage date (if rejected or withdrawn) · today (if still active)

Time to hire

• Average days to hire = Σ (date hired − date applied) ÷ number of hires

Offer acceptance rate

• Offer acceptance rate = hires ÷ offers made × 100

Offer acceptance rate

• Offers made = candidates at the offer stage
• + candidates hired
• + candidates rejected or withdrawn who have an offered salary recorded

Source effectiveness

• Conversion rate = hires from that source ÷ candidates from that source × 100

Cost per hire

• Cost per hire = (agency placement fees on hires + other recruitment spend) ÷ hires

The formulas

• Coverage gap = required headcount − rostered headcount, per shift, per day (never below 0)
• Weekly hours (person) = sum of planned hours on their assignments in the latest 7 days
• Absence rate = sick assignments ÷ (working + sick assignments) in the latest 7 days

The formulas

• Coverage = rows meeting the required level ÷ rows with a requirement × 100
• Gap = required level − current level

The exposure score

• Exposure = criticality × incumbent risk × readiness factor
• Criticality: high = 3, medium = 2, low = 1
• Incumbent risk: high = 3, medium = 2, low = 1
• Readiness factor: none identified = 4, ready in 3+ years = 3, ready in 1–2 years = 2, ready now = 1
• Range: 1 (low-criticality, stable, covered) to 36 (high-criticality, leaving, nobody behind them)

Statuses and standing

• A competency is currently valid when: status = achieved
• AND a date achieved is recorded
• AND (there is no expiry date, OR the expiry date is today or later)

How the expiry date is worked out

• Expiry date = date achieved + valid-for months
• (the day of the month is kept; where that day does not exist in the
• target month, the last day of that month is used instead)

Days to expiry and the warning window

• Days to expiry = expiry date − today
• (0 = expires today · negative = already overdue)

The compliance rate

• Compliance rate = required competencies currently valid
• ÷ ALL required competencies
• × 100

The backup success rate

• Backup success rate = successful runs ÷ runs logged × 100

The backup success rate

• Assured success rate = successful runs on systems with at least one successful restore test ÷ runs logged × 100

Restore testing and the interval

• Days since last successful restore test = today − date of the most recent successful restore test for that system

Restore testing and the interval

• Overdue when days since last successful restore test > restore test interval

Recovery objectives — RPO and RTO

• Actual recovery time (hours) = restore duration in minutes ÷ 60

Recovery objectives — RPO and RTO

• Objective met when actual recovery time ≤ recovery time objective, and the restore result was successful

Outcomes and the success rate

• Success rate = implemented ÷ (implemented + rolled back) × 100

The emergency share

• Emergency share = emergency changes ÷ all changes except drafts and cancellations × 100

Every formula

• Age in years = days from the purchase date to today ÷ 365.25

Every formula

• Annual recurring cost = cost per bill × bills per year
• (monthly × 12, quarterly × 4, annual × 1; a one-off purchase has no annual recurring cost at all)

Every formula

• Cost per seat = cost ÷ seats or quantity
• (on the same basis as the cost — read it next to the Basis column)

Every formula

• Annual equivalent = annual recurring cost, for a subscription
• = purchase price ÷ write-off life in years, for a one-off purchase

Every formula

• Days to next date = days from today to the earlier of the renewal date and the
• warranty or support expiry (negative once it has passed)

Every formula

• Capital purchase value = sum of the price paid for every one-off purchase,
• disposed records excluded unless you include them

Direction-aware attainment

• Higher is better: attainment = actual ÷ target × 100
• Lower is better: attainment = target ÷ actual × 100
• Gap to target = actual − target (signed as entered, in the measure's own unit)

The formulas

• Weighted score = criterion weight × score
• Option total = Σ weighted scores across the option's criteria
• Maximum possible = Σ (criterion weight × 10)
• Attainment = score ÷ 10

Why depth matters — and why five is not a law

• Depth = number of consecutive answered whys, counted from Why 1 until the first
• blank (0–5)

The score, and reading the trend

• Audit % = points scored ÷ (questions × 4) × 100
• Average per S = points in that S ÷ questions in that S

When is a report closed?

• Report closed = all 8 disciplines complete, with D4 and D6 marked
• “Complete & verified” and carrying written evidence

Gate deliverables

• A phase can close when every gate deliverable in it is complete.
• Non-gate deliverables can be carried into the next phase with an owner and a date; gates cannot.

The formulas

• Phase completion = complete deliverables ÷ deliverables in phase × 100
• A phase can close when every gate deliverable in it is complete
• Days late (complete) = actual finish − planned finish
• Days late (not complete, past its date) = today − planned finish
• Current phase = the lowest-numbered phase that still has an incomplete deliverable

Effective capacity, not nameplate

• Effective capacity per week = units per hour × available hours × uptime% ÷ 100 × yield% ÷ 100

Effective capacity, not nameplate

• Utilisation % = demand per week ÷ effective capacity × 100

How the next due date is worked out

• Next due = last calibration date + interval (in whole calendar months)

How the next due date is worked out

• Days to due = next due date − today

How the next due date is worked out

• Overdue when days to due < 0 · Due soon when 0 ≤ days to due ≤ warning window

How the next due date is worked out

• Compliance breach = status is "in service" AND (overdue OR, where the setting is on, no traceable certificate)

The formulas

• Variance = actual minutes − planned minutes
• Efficiency = planned minutes ÷ actual minutes × 100
• Right-first-time = first-off passes ÷ changeovers × 100

Special characteristics

• Coverage rule — every special characteristic:
• reaction plan → required, no exceptions
• frequency → every piece, hourly, per shift, per batch or at setup — a weekly or daily check on a
• special characteristic is refused; tighten it, or record the justification in the reaction plan and choose a
• tighter nominal frequency

The formulas

• Attainment % = actual ÷ plan × 100
• Variance = actual − plan
• First-pass quality % = (actual − rejects) ÷ actual × 100

From drawing to working register

• Priority score = likelihood (1–5) × evidence weight
• (none = 1, weak = 2, moderate = 3, strong = 4 — so the score runs 1–20)

RPN, and what it cannot tell you

• RPN = Severity × Occurrence × Detection
• Range 1 to 1000, from 1 × 1 × 1 to 10 × 10 × 10
• RPN cut = RPN before the action − RPN after the action

The average and range method

• R-bar = mean of the part × appraiser ranges
• EV (repeatability) = R-bar × K1
• K1 = 0.8862 for 2 trials, 0.5908 for 3 trials
• X-diff = largest appraiser mean − smallest appraiser mean
• AV (reproducibility) = √( max(0, (X-diff × K2)² − EV² ÷ (parts × trials)) )
• K2 = 0.7071 for 2 appraisers, 0.5231 for 3 appraisers
• GRR = √( EV² + AV² )
• R-part = largest part average − smallest part average
• PV (part variation) = R-part × K3
• K3 = 0.4030 (5 parts), 0.3742 (6), 0.3534 (7), 0.3375 (8), 0.3249 (9), 0.3146 (10)
• TV (total variation) = √( GRR² + PV² )
• %GRR of study variation = GRR ÷ TV × 100
• %GRR of tolerance = 6 × GRR ÷ tolerance × 100
• ndc = floor( 1.41 × PV ÷ GRR ), reported as at least 1

The positive ratio

• Positive ratio = positive observations ÷ all observations

Cadence over depth

• Walks completed = distinct combinations of walk date and walker

Estimating and verifying benefits

• Realisation % = verified benefit ÷ estimated benefit × 100

The formulas

• Pass rate = passes ÷ (passes + fails) × 100
• Not-applicable results are excluded from both sides of the division

Line efficiency and the formulas

• Line efficiency = Σ element time ÷ (stations × longest station time) × 100
• Theoretical minimum stations = ⌈Σ element time ÷ takt⌉
• Balance loss = 100 − line efficiency

Planned against unplanned

• Unplanned share = unplanned downtime hours ÷ total downtime hours × 100

MTBF, and what it needs

• MTBF = operating hours ÷ number of failures

MTBF, and what it needs

• Site MTBF = (operating hours per asset × assets in the filter) ÷ total failures

MTTR

• MTTR = total downtime hours on failures ÷ number of failures

Reading the Pareto

• Share of hours = cause hours ÷ total hours × 100
• Cumulative = running total of the shares, largest cause first

Costing the loss

• Cost of lost production = units lost × value of one unit
• Total cost = cost of lost production + parts cost

The three factors

• Run time = planned production time − unplanned downtime
• Availability % = run time ÷ planned production time × 100
• Performance % = (ideal cycle time × total units) ÷ (run time × 60) × 100
• Quality % = good units ÷ total units × 100
• OEE % = Availability × Performance × Quality ÷ 10000

How the analysis works

• Share = category total ÷ grand total × 100
• Cumulative % = running sum of shares, largest category first

The formulas

• Readiness = required elements that are complete, submitted or approved ÷ required
• elements × 100
• Elements with required unticked are excluded from both sides of the division
• Blocking = required elements that are not started, in progress or rejected
• Overdue = due date in the past and the element is not complete, submitted or approved

How the due date is worked out

• Next due date = last completed date + interval (days)

How the due date is worked out

• Days to due = next due date − today's date
• Overdue when days to due is negative; days overdue = today's date − next due date

Hours-based tasks

• Next due at hours = reading at last completion + interval (hours)

PPM compliance, done honestly

• PPM compliance % = tasks completed on or before their due date ÷ tasks that fell due in the period × 100

PPM compliance, done honestly

• Period = (today − N days) up to and including yesterday, where N is the compliance window

How compliance figures get inflated

• Wrong: completed on time ÷ completed × 100
• Wrong: completed ÷ completed × 100 = 100 % always

The outstanding workload

• Work outstanding (hours) = sum of estimated minutes for tasks overdue or due inside the window ÷ 60

Every formula

• mean (x̄) = Σx ÷ n
• sigma (s) = √( Σ(x − x̄)² ÷ (n − 1) ) — sample standard deviation
• Cp = (USL − LSL) ÷ 6s
• Cpu = (USL − x̄) ÷ 3s
• Cpl = (x̄ − LSL) ÷ 3s
• Cpk = lower of Cpu and Cpl
• Pp and Ppk = the same two formulas, evaluated with the overall sigma s
• Within-subgroup sigma = R̄ ÷ d2, with d2 = 1.128 (n 2), 1.693 (n 3), 2.059 (n 4), 2.326 (n 5)
• Estimated defects = [ 1 − ((USL − x̄) ÷ s) + ((LSL − x̄) ÷ s) ] × 1,000,000 ppm

First-pass and final yield

• First-pass yield (FPY) = good first time ÷ quantity started × 100

First-pass and final yield

• Final yield = (good first time + reworked to good) ÷ quantity started × 100

First-pass and final yield

• Scrap rate = scrapped ÷ quantity started × 100

Why totals, not averaged percentages

• Overall FPY = (sum of good first time across the runs) ÷ (sum of quantity started) × 100

Scrap and rework cost

• Scrap cost = units scrapped × unit material cost

Scrap and rework cost

• Rework cost = units reworked × rework cost per unit (from Settings)

What the tool calculates

• Acknowledgement rate = acknowledged items ÷ all items × 100
• Days open = days from the handover date to today, for items not done or closed
• Handovers logged = distinct combinations of date, shift and area

The formulas

• Potential saving = observed minutes − streamlined minutes
• Projected changeover = Σ remaining internal time, i.e. for each internal task: 0 if it moves external,
• otherwise its streamlined minutes (or its observed minutes if no streamlined time is entered)

The formulae and the constants

• Subgroup mean = (sum of the readings) ÷ n
• Subgroup range R = largest reading − smallest reading
• X̿ = mean of the subgroup means
• R̄ = mean of the subgroup ranges
• Mean chart: UCL = X̿ + A₂R̄
• centre = X̿
• LCL = X̿ − A₂R̄
• Range chart: UCL = D₄R̄
• centre = R̄
• LCL = D₃R̄
• Estimated process sigma = R̄ ÷ d₂

How the green rate is calculated

• Green rate = green entries ÷ all entries × 100

The gap column

• Gap = measured value − target value

The parallel-time rule

• Operator cycle for an element = manual time + walk time
• Machine time is not added — it runs in parallel

The formulas

• Element cycle = manual time + walk time
• Total element time = manual + machine + walk (reference only — never the operator's cycle)
• Operator cycle = Σ (manual + walk) for that operator's elements
• Operators needed = ⌈ Σ operator cycle across the cell ÷ takt time ⌉
• Walk and wait = Σ walk time + Σ machine time on wait elements

What takt time is

• Takt time = available production time ÷ customer demand
• (both over the same period, in the same units)
• Here: Takt (seconds) = (available minutes per shift × shifts per day × 60) ÷ demand per day

The coefficient of variation

• CV % = (standard deviation ÷ mean) × 100

The formulas

• Change % (higher is better) = (trial value − baseline value) ÷ |baseline value| × 100
• Change % (lower is better) = (baseline value − trial value) ÷ |baseline value| × 100
• Target met = trial value at or beyond the target, in the improving direction
• Evidence = Underpowered if either sample size is missing or below the minimum;
• otherwise Confounded if an adoption has confounders recorded; otherwise Reasonable

Process-cycle efficiency — the lean number

• PCE = total process time ÷ total lead time × 100

Quantifying honestly

• Weekly minutes = time per occurrence × occurrences per week
• Annual cost = weekly minutes ÷ 60 × hourly rate × weeks per year

Every figure, in full

• Tax relief on a gift = amount typed in "tax relief amount", or, if blank, amount received × relief rate ÷ 100 — and zero unless "relief can be claimed" is ticked

Every figure, in full

• Total value = amount received + tax relief on that gift

Every figure, in full

• Total received = sum of amounts received, before any relief, restricted and unrestricted alike

Every figure, in full

• Restricted funds = sum of amounts on gifts marked restricted + sum of amounts marked endowment

Every figure, in full

• Free to spend = sum of amounts on gifts marked unrestricted only

Every figure, in full

• Distinct donors = number of different donor names, ignoring case and surrounding spaces, excluding every anonymous gift

Every figure, in full

• Relief not yet claimed = sum of relief on gifts where "can be claimed" is ticked and "has been claimed" is not

Every figure, in full

• Acknowledgement outstanding = donor is not anonymous AND (thank-you not sent OR receipt not issued)

Every figure, in full

• Days since received = today − date received, in whole days

The success rate, honestly

• Success rate = applications awarded ÷ (applications awarded + applications rejected) × 100

Requested, awarded and restricted money

• Total awarded = sum of "amount awarded" across rows with status awarded or closed

Requested, awarded and restricted money

• Pending decision = sum of "amount requested" across rows with status submitted

Deadlines and warnings

• Days to deadline = submission deadline − today (calendar days)

Hours, times and breaks

• Session hours = hours entered, if any
• otherwise = (end time − start time) in minutes ÷ 60, with an end before the start treated as crossing midnight

What counts and what does not

• Counted hours = session hours, where status = attended
• Counted hours = 0, where status = scheduled, did not attend, or cancelled

Notional value — read this before you report it

• Notional value = counted hours × notional hourly value (Settings)

Travel and expenses

• Travel value = travel amount entered, if any
• otherwise = travel distance × distance rate (Settings), on attended sessions only
• Total reimbursement = travel value + other expenses, on any session that is not scheduled

The no-show rate

• No-show rate = did-not-attend sessions ÷ (attended + did-not-attend sessions) × 100

Induction, checks and training

• Days to expiry = expiry date − today
• Compliance gap = any of the three ticks missing, or a completed check whose expiry date has passed

How the classification works

• Annual usage value = annual usage quantity × unit cost

How the classification works

• Cumulative % = running total of annual usage value ÷ total annual usage value × 100
• Class A — items inside the first 80% of value (your A cut-off)
• Class B — items between the A cut-off and 95% (your B cut-off)
• Class C — everything after the B cut-off

Stock cover and the A-class overstock trap

• Stock cover (months) = current stock quantity ÷ (annual usage quantity ÷ 12)

Every figure, in full

• Days to expiry = expiry date − today, in whole days

Every figure, in full

• Shelf life (days) = expiry date − production or packing date

Every figure, in full

• Expiring soon = 0 ≤ days to expiry ≤ expiry warning window

Every figure, in full

• Expired = days to expiry < 0

Every figure, in full

• Quantity in production = sum of quantity produced across production records measured in the most-used unit

Every figure, in full

• No traceability link = goods in with no supplier batch reference, or production or goods out with no input batches

Formulas

• Days open = date raised → today (open, in-progress and implemented CAPAs only; closed CAPAs show "—")

Formulas

• Effective rate = closed effective ÷ all closed × 100

Formulas

• Overdue = action due date is before today and the CAPA is not closed

Claimed vs verified — the rule this tool is built on

• Total verified annual savings = sum of "annual saving verified" across ideas with status Verified

Claimed vs verified — the rule this tool is built on

• Total claimed (unverified) = sum of "annual saving claimed" across ideas that are neither Verified nor Rejected

Payback

• Payback (months) = implementation cost ÷ (verified annual saving ÷ 12)

Payback

• Average payback = mean of the payback months across verified ideas with a verified saving above zero

The formulas

• Annualised saving = (baseline unit price − new unit price) × annual volume + one-off saving

The formulas

• Net saving = annualised saving − implementation cost

The formulas

• Saving % = (baseline unit price − new unit price) ÷ baseline unit price × 100

The formulas

• Justified rate = (justified + partially justified) ÷ complaints decided × 100
• Acknowledgement performance = acknowledged within target ÷ all complaints × 100
• Average days to resolve = sum of (resolved date − received date) ÷ complaints with a resolved date
• Complaint cost this year = sum of cost for complaints received in the current calendar year

The formulas

• Days open = (date closed or today) − date requested
• No-fault-found rate = returned-to-customer ÷ inspected returns × 100
• Our-fault share = returns attributed to us ÷ attributed returns × 100
• Transit days = date received − date requested

On time, and the day tolerance

• Days early or late = date received − promised delivery date
• On time = days late ≤ on-time tolerance (days)

On time, and the day tolerance

• On-time rate = deliveries on time ÷ deliveries with a promised date × 100

In full, and the quantity tolerance

• Quantity variance = quantity received − quantity expected
• Shortfall allowed = quantity expected × in-full tolerance ÷ 100
• In full = quantity received ≥ quantity expected − shortfall allowed

In full, and the quantity tolerance

• In-full rate = deliveries in full ÷ deliveries with both quantities × 100

Why on-time-in-full is harsher

• On time and in full = on time AND in full AND condition is “good”

Discrepancies and their age

• Age of an open discrepancy = today − date received

OTIF, defined honestly

• On time = actual ship date ≤ promised ship date
• In full = quantity shipped ≥ quantity ordered
• OTIF = both, on the same shipment
• OTIF rate = OTIF shipments ÷ all shipped and delivered shipments

Response and resolution

• Response days = responded date − date raised
• Resolution days = resolved date − date raised
• Response performance = escalations responded within the target ÷ all escalations responded × 100

The trend and the repeat signal

• Conformity rate = conforms ÷ (checked − not checked) × 100
• “Conforms” counts both Conforms and OFI results — an OFI conforms by definition. “Not checked” rows are
• excluded from the denominator, not counted as passes.

The formulas

• Programme completion = audits complete ÷ audits planned to date × 100
• Coverage shortfall = minimum required − audits planned
• Slipped days = 0 if the audit was done inside its planned month, otherwise the days beyond the last day of
• that month

The risk bands, precisely

• Overdue = promised date is before today
• At risk = due within the at-risk window (7 days by default) AND production has not started
• (status is “Not started” or “Awaiting material”)
• On track = everything else

Measuring schedule adherence

• On-time rate = completes finished on or before planned finish ÷ all completes × 100
• Adherence days = actual finish − planned finish (negative = early)

The formulas

• Order value = quantity ordered × unit price

The formulas

• Received value = quantity received × unit price

The formulas

• Outstanding commitment = the greater of zero and (order value − received value)

The formulas

• Receipt completeness % = quantity received ÷ quantity ordered × 100

The formulas

• Match tolerance (in units) = quantity ordered × tolerance % ÷ 100

The formulas

• Value received not invoiced = sum over lines of (quantity received − quantity invoiced, floored at zero) × unit price

The formulas

• Days late = days from expected delivery date to (date received, if the line is settled) or to today, if greater than zero

How the cost is calculated

• Scrap cost = quantity scrapped × unit cost of the item

How the cost is calculated

• Rework cost = quantity reworked × rework cost per unit

How the cost is calculated

• Cost of poor quality (record) = scrap cost + rework cost

How the cost is calculated

• Days open = (date closed, or today if not closed) − date raised

How the cost is calculated

• Overdue = status is not closed or verified AND target date < today

How the cost is calculated

• Due soon = target date − today ≤ overdue warning days

Cost as a share of production value

• Cost of poor quality ratio = total cost of poor quality ÷ production value × 100

The Pareto, and the cumulative column

• Share of cost = cause cost ÷ total cost × 100

The Pareto, and the cumulative column

• Cumulative = running total of the shares, taken down the sorted list

Recurrence

• Recurrence rate = records flagged as a repeat ÷ total records × 100

Capacity that reflects reality

• Utilisation % = allocated hours ÷ capacity hours × 100
• Over-allocation = utilisation above the over-allocation threshold

Reading the completeness table

• Complete = at least one Supplier AND one Input AND one Process step AND one
• Output AND one Customer. If any column is empty, the verdict lists what is missing. If the process steps
• exceed the maximum set on the Settings tab (default 7), the verdict suggests a lower-level map instead.

How stock is valued

• Stock value of a line = quantity on hand × unit cost
• Total stock value = the sum of every line's stock value in the current filter

Reorder points and order quantities

• Order this line when: quantity on hand ≤ reorder point
• Shortfall = reorder point − quantity on hand, never less than zero

Reorder points and order quantities

• Fixed rule: suggested order = reorder quantity as entered
• Top-up rule: suggested order = (reorder point + reorder quantity) − quantity on hand

Reorder points and order quantities

• Lead-time demand = average daily usage × lead time in days
• Reorder point = lead-time demand + whatever safety stock you decide to hold

Reorder points and order quantities

• Due soon when: (quantity on hand − reorder point) ÷ average daily
• usage ≤ lead time in days

Days of cover

• Days of cover = quantity on hand ÷ average daily usage

Counting and the count cycle

• Days since last count = today − last-counted date
• A line is due when: days since last count > count cycle, or it has never been counted

Obsolete and discontinued stock

• Obsolete share = (obsolete value + discontinued value) ÷ total stock value
• × 100

The variance figures

• Variance quantity = counted quantity − system quantity

The variance figures

• Variance value = variance quantity × unit cost

The variance figures

• Variance % = variance quantity ÷ system quantity × 100

Net versus gross — do not mix them

• Net variance value = sum of the signed variance values

Net versus gross — do not mix them

• Gross variance value = sum of the absolute variance values, sign ignored

Count accuracy

• Count accuracy % = lines within the acceptable variance % ÷ lines counted × 100

The approval verdict

• Audit average = mean of the section scores in that audit (0–5)
• Not approved — any blocking finding open, or the average is below 2.5
• Conditional — no blockers open, but conditional findings are open or the average is below 3.0
• Approved — average 3.0 or better, no blocking findings open, no conditional findings open

The exposure score

• Exposure = impact factor × sourcing factor × health factor
• rounded to a whole number · range 1 to 36

How a delivery is scored

• Delivery component = (on-time score + in-full score) ÷ 2
• on-time score = 100 if it arrived on or before the agreed date, otherwise 100 − (10 × days late), floored at 0
• in-full score = 100 if the quantity was correct, otherwise 0

How a delivery is scored

• Quality component = (acceptance score + defect score + documentation score) ÷ 3
• acceptance score = 100 if accepted without rework, concession or return, otherwise 0
• defect score = 100 − (20 × defects found), floored at 0
• documentation score = 100 if the paperwork was complete and correct, otherwise 0

How a delivery is scored

• Responsiveness component = (responsiveness score − 1) × 25
• Price component = (price score − 1) × 25

How a delivery is scored

• Weighted score = (w delivery × delivery + w quality × quality + w response × responsiveness + w price × price) ÷ (w delivery + w quality + w response + w price )

How a delivery is scored

• Supplier score = mean of the weighted scores of that supplier's assessed deliveries

On time in full, and why it is harsh

• On-time-in-full rate = deliveries that were on time AND in full AND accepted ÷ deliveries assessed × 100

Defects and the defect rate

• Defect rate = total defects found ÷ deliveries assessed

What is dragging a score down

• Points lost on a component = (component weight ÷ total weight) × (100 − component score)

The response clock

• Days waiting = today − date submitted
• Overdue when days waiting > response period
• Overdue by = days waiting − response period

Work started before approval

• Unapproved work exposure = Σ value submitted, for every variation where work has
• started and the status is not "approved"

Reconciling the contract sum

• Revised contract sum = original contract sum + Σ approved values (status
• "approved" only)
• Forecast final sum = revised contract sum + Σ submitted values of undecided variations
• Variance on a line = approved value − submitted value

Approval rate by value and by count

• Approval rate by value = approved value ÷ submitted value of decided variations ×
• Approval rate by count = approved variations ÷ decided variations × 100

The numbers this tool produces

• Age (days) = today − date decided
• Review overdue = review date has passed and the status is still active
• Reversal rate = reversed ÷ (superseded + reversed + active) × 100

The formulas

• Days to need = date needed − today (negative means already past)
• Slip (days) = date delivered − date needed, or date promised − date needed when not yet delivered
• On-time rate = delivered on or before the date needed ÷ all delivered × 100
• Average slip = mean slip across delivered dependencies only

Slack, and the chain that actually sets the finish date

• Duration = end date − start date + 1 day (both days counted)
• Expected progress = (calendar days elapsed ÷ duration) × 100, clamped to 0–100%
• Slack = earliest start of any dependent task − this task's end date − 1 day

The formulas

• Priority score = impact ÷ effort
• Payback years = cost ÷ annual benefit
• With threshold t (default 3):
• impact ≥ t AND effort < t → Quick win
• impact ≥ t AND effort ≥ t → Major project
• impact < t AND effort < t → Fill-in
• impact < t AND effort ≥ t → Thankless task

Targets and the overdue flag

• Age (days) = date resolved − date raised, for resolved and closed issues
• Age (days) = today − date raised, for everything still open
• Overdue = target date has passed and the issue is not resolved or closed

Resolution and closure are two different events

• Resolution days = actual resolution date − date raised
• Average resolution = mean of resolution days across resolved and closed issues that have both dates

WIP limits — the counter-intuitive part

• Average cycle time = average work in progress ÷ average throughput

Cycle time, lead time and throughput

• Lead time = date finished − date raised
• (the customer's experience)
• Cycle time = date finished − date started
• (your process)
• Throughput = items finished per period

How the figures are worked out

• Embedded rate = embedded ÷ (all lessons − rejected − superseded) × 100
• Age (days) = today − date captured
• Not embedded = status is captured or agreed, and age > embedding target

Carried forward: the number that matters

• Stalled = still open AND times carried forward > carried-forward threshold

The two dates and how ageing works

• Days open = date completed − meeting date, for completed actions
• Days open = today − meeting date, for everything still open

The two dates and how ageing works

• Days late = today − due date, counted only while the action is still open, and never negative

Every figure, in full

• Overdue = actions that are still open AND past their due date
• At risk = still open AND (past their due date OR status is Blocked)
• Average days to close = sum of (date completed − meeting date) ÷ number of completed actions
• Close rate = completed actions ÷ (actions raised − cancelled actions)

The action rules

• Action completion rate = actions marked done ÷ all actions raised
• Action age = days from the meeting that raised it to today (open and in-progress actions only)

How slippage is calculated

• Slippage (days) = current planned date − baseline date

How slippage is calculated

• Days to due = current planned date − today

How slippage is calculated

• Delivered on time = actual completion date ≤ baseline date

The headline figures

• Complete % = completed items ÷ all items excluding cancelled × 100

The headline figures

• Average slippage = sum of each item's slippage ÷ number of items with both a baseline and a current planned date

The headline figures

• Delivered on time % = completed items with actual ≤ baseline ÷ completed items with both an actual and a baseline date × 100

The formulas

• Value per effort = business value ÷ effort
• Must share = Must effort ÷ total committed effort × 100
• Committed effort = Must effort + Should effort + Could effort
• Capacity variance = committed effort − capacity

The ten sections, and what good looks like

• Charter completeness = sections present ÷ 10 (counted for the largest project)
• Sponsor sign-off = elements signed off ÷ total elements × 100%

The formulas

• Budget used % = budget spent ÷ budget approved × 100
• Schedule variance (days) = forecast finish − baseline finish
• Progress-vs-budget gap (points) = percent complete − budget used %
• Portfolio budget used % = sum of spend ÷ sum of approved budget, latest period only

The health rules

• Rule 1 — every activity has exactly one A. Zero means nobody owns the outcome; two or more means each owner can assume the other has it.
• Rule 2 — every activity has at least one R. An activity with an A and no R is a decision with nobody to carry it out.
• Rule 3 — no activity involves more people than it needs. The health check flags an activity once the number of people named on it reaches the threshold in Settings (default 6).
• Rule 4 — every row has been agreed with the person named on it. The matrix counts the rows still unconfirmed.

Scoring

• Risk score = probability (1–5) × impact (1–5) → 1 to 25

Scoring

• Issue score = impact (1–5) → 1 to 5

Scoring

• Assumption or dependency score = impact (1–5) → 1 to 5

Severity bands

• Risk band: score ≥ 15 critical · ≥ 10 high · ≥ 5 medium · below 5 low

Severity bands

• Issue, assumption and dependency band: impact 5 critical · 4 high · 3 medium · 1–2 low

Owners, targets and overdue

• Overdue = status is open or in progress, and the target date is earlier than today

Owners, targets and overdue

• Days open = (date closed, or today if still open) − date raised

Cost and schedule impact

• Total cost impact = sum of the cost impact of every entry in the current filter

Measuring creep

• Net approved change = Σ approved additions − Σ approved removals
• Creep % = net approved change ÷ baseline effort × 100

The four quadrants

• Power ≥ 4 and interest ≥ 4 → Manage closely
• Power ≥ 4 and interest < 4 → Keep satisfied
• Power < 4 and interest ≥ 4 → Keep informed
• Both < 4 → Monitor

Current and desired attitude

• Attitude gap = desired − current, on champion = 5 … opposed = 1

Rent frequency and annualising

• Annualised rent = rent for one period × periods per year
• weekly × 52
• monthly × 12
• quarterly × 4
• annually × 1

Service charge and total income

• Total annual income = annualised rent + annualised service charge

Occupancy, by unit and by value

• Occupancy by unit = let units ÷ all units × 100
• Occupancy by value = annualised rent of let units ÷ (annualised rent of let units + asking rent of empty units) × 100

Rent per unit area

• 1 m² = 10.7639 sq ft
• Rent per unit area = annualised rent ÷ area, in the report unit
• Portfolio average = total annualised rent of let, measured units ÷ their total area

Expiries, breaks and reviews

• Days remaining = event date − today
• Inside the warning window when 0 ≤ days remaining ≤ the window set in Settings

Arrears and periods overdue

• Periods overdue = arrears ÷ rent for one period

Weather and ground conditions

• Weather day = work prevented by weather (checkbox), or hours lost to weather > 0

Labour, plant and the hours calculation

• Labour hours on site = number of operatives × hours worked per operative

Delays, causes and hours lost

• If delay cause = weather: hours lost = the larger of (weather hours, delay hours)

Delays, causes and hours lost

• If delay cause is anything else: hours lost = weather hours + delay hours

Delays, causes and hours lost

• If no delay cause: hours lost = weather hours

Delays, causes and hours lost

• Days lost = hours lost ÷ standard working hours in a day

Gaps in the record

• Missing days = working days from the first entry to the last − dates recorded that are working days

Dates, ageing and overdue

• Days open = date closed − date raised, if the defect is closed
• Days open = today − date raised, if it is not

Dates, ageing and overdue

• Due by = the target date entered
• otherwise = date raised + time allowed (the safety allowance for safety defects)

Dates, ageing and overdue

• Overdue = not closed AND due by is earlier than today

Average days to close

• Average days to close = total days open across closed defects that carry a date
• closed ÷ the number of those defects

Average days to close

• Close rate = closed defects ÷ all defects × 100

How the reconciliation works

• Cash sales = till reading − card takings − other tender takings

How the reconciliation works

• Expected cash in the drawer = cash sales + opening float − cash paid out

How the reconciliation works

• Variance = cash counted − expected cash

How the reconciliation works

• Variance % = variance ÷ till reading × 100

Setting a sensible tolerance

• Outside tolerance when |variance| > cash tolerance and |variance| > till reading × percentage ÷ 100

Why the net figure lies

• Net variance = sum of all variances (overs cancel shorts)
• Absolute variance = sum of |variance| for each count (nothing cancels)

Valuing what you threw away

• Value wasted = quantity × cost per unit

Valuing what you threw away

• Total wastage value = the sum of value wasted across every record in the current filter

Valuing what you threw away

• Average value per record = total wastage value ÷ number of records

Wastage as a percentage of sales

• Wastage % of sales = (total wastage value ÷ sales value for the same period) × 100

Shelf life, use-by and rotation

• Shelf life (days) = use-by date − date delivered or made

Shelf life, use-by and rotation

• Life used = (date thrown away − date delivered or made) ÷ shelf life × 100

Shelf life, use-by and rotation

• Past use-by = date thrown away is later than the use-by date

Reading the charts and tables

• Share of value = item or area value ÷ total wastage value in the filter × 100

Scoring with evidence

• Weighted score = weight × score
• Bid total = sum of weighted scores across all criteria

Compliance is a gate, not a score

• A non-compliant bid is evaluated for information — but it cannot win, whatever its total.

The value-for-money index and its limits

• Score-per-price index = total weighted score ÷ quoted price × 1,000

The formulas

• Gross profit = annual revenue × gross margin % ÷ 100
• Net contribution = gross profit − service cost
• Contribution margin % = net contribution ÷ annual revenue × 100
• Average order value = annual revenue ÷ orders per year
• ABC class: rank by revenue, largest first; cumulative share ≤ A cutoff → A; ≤ B cutoff → B; otherwise C

Win rate, honestly calculated

• Win rate = leads won ÷ (leads won + leads lost) × 100

Conversion by source

• Source conversion = won from that source ÷ closed from that source × 100

Days in pipeline and days to close

• Days in pipeline = date received → today (open leads) or → date won/lost (closed leads)

Days in pipeline and days to close

• Average days to close = mean of (date won − date received), won leads with both dates only

Stale leads

• Stale = open lead AND (next action date has passed, OR no next action date after N days in the pipeline)

What a lead costs

• Blended cost per lead = monthly marketing spend ÷ average leads received per month

Landed cost, defined

• Line cost = quantity × unit price
• Landed cost = line cost + tooling or set-up + carriage
• Effective unit cost = landed cost ÷ quantity

Compliance is a gate, not a discount

• A non-compliant quote is not a cheaper quote. It is a different quote.

The formulas

• Stage conversion = count at next stage ÷ count at this stage × 100
• Cumulative conversion = count at this stage ÷ count at leads × 100
• Win rate = won ÷ leads × 100
• Required leads = target wins ÷ win rate
• Value per record = stage value ÷ stage count
• Sales cycle = sum of the average days in stages 1 to 5

The weighted forecast

• Weighted value = opportunity value × probability ÷ 100

The weighted forecast

• Weighted forecast = sum of weighted value across all open opportunities

The weighted forecast

• Open pipeline value = sum of value where stage is neither won nor lost

Win rate by count and by value

• Win rate by count = deals won ÷ (deals won + deals lost) × 100

Win rate by count and by value

• Win rate by value = value won ÷ (value won + value lost) × 100

Slippage and days in pipeline

• Slipped = still open AND expected close date < today

Slippage and days in pipeline

• Days in pipeline = (actual close date, or today if still open) − date opened

Deadlines and the warning window

• Days to deadline = submission deadline − today

Win rates — and why decided bids only

• Win rate by count = bids won ÷ (bids won + bids lost) × 100

Win rates — and why decided bids only

• Win rate by value = value won ÷ (value won + value lost) × 100

The cost of bidding

• Cost of bidding to date = sum of estimated cost to bid, every bid logged

The cost of bidding

• Cost of bidding on lost bids = sum of estimated cost to bid, lost bids only

Expiry and retest tracking

• Days to expiry = expiry date − today, in calendar days (negative once expired)

The failure rate

• Failure rate = fail ÷ (pass + pass with observations + fail) × 100

What a job costs

• Labour cost = labour hours × labour rate

What a job costs

• Total cost = labour cost + materials cost + other costs

Margin, and when it cannot be shown

• Margin = invoiced amount − total cost

Margin, and when it cannot be shown

• Margin % = margin ÷ invoiced amount × 100

Margin, and when it cannot be shown

• Margin on invoiced jobs % = (Σ invoiced − Σ total cost) ÷ Σ invoiced × 100,
• over jobs that have both

Completed and not invoiced

• Value at risk = quoted price, where one exists; otherwise the total cost incurred

The engineer summary

• Invoiced less cost, by engineer = Σ invoiced − Σ total cost, across all their
• non-cancelled jobs

Start dates, periods and end dates

• Cover ends = warranty end date, if one is entered
• otherwise = warranty start date + warranty period in months
• (a period in months lands on the same day number in the later month; where that day does not exist, it falls on the last day of that month)

Start dates, periods and end dates

• Days remaining = cover end date − today, in calendar days
• Expired = days remaining is negative
• Expiring soon = 0 ≤ days remaining ≤ warning window

Exposure

• Exposure = Σ value covered
• over records where direction = given
• and status is not void
• and cover has not ended (unless the settings say to include expired cover)

Claims and the success rate

• Claim success rate = (accepted + partially accepted) ÷ (accepted + partially accepted + rejected + withdrawn) × 100