Si-Analytics · Super Intelligence Analytics
You find out on Tuesday, not at month end.
Every number here is live — fed by the clock at the machine, the crib, the supplier invoice and the ledger, as the work happens.
Which makes a job going wrong something you fix, instead of something you read about three weeks later.
The pain
A month-end report is a post-mortem.
It is accurate, it is thorough, and it is about a job that already closed.
The job that went late
You could have moved it on the 3rd. The report said so on the 24th. By then the customer had called twice.
The setup that ran double
Quoted an hour and three quarters. Took three and a half. Nobody saw it until the job closed — and by then it had run that way on four more parts.
The overtime nobody traced
Saturday hours on a job due in two weeks. They posted somewhere. Which job they actually came out of, nobody ever worked out.
The scoreboard
The numbers your shop has never been able to see.
Not because nobody wanted them. Because no single system held the quote and the finished job at the same time.
Quote turnaround
6.2 h
↓ from 2.1 days
RFQ to PO
34%
↑ 6 pts
On-time delivery
94.2%
3 at risk this week
Gross margin
38.4%
↑ 1.9 pts
By customer
every figure from closed jobs · 1 flagged| Customer | RFQ to PO | Turnaround | On time | Quoted | Earned |
|---|---|---|---|---|---|
| Acme Corp | 61% | 4.1 h | 98.0% | 37.5% | 36.2% |
| Northgate Fab | 29% | 7.8 h | 95.5% | 36.0% | 31.4% |
| Beacon Hydraulics | 44% | 5.2 h | 88.9% | 37.9% | 29.9% |
| Rivet & Co. | 18% | 9.6 h | 96.7% | 34.2% | 33.8% |
Beacon Hydraulics earns 8 points under quote and runs 88.9% on time. Both come from the same place. J-2284's setup ran 0.65 hours over and its last operation moved to the weekend — and the overtime that covered it was clocked against a job that had been quoted profitable.
The leak nobody can see
Overtime on a job due in two weeks comes out of a job that was making money.
The two jobs never meet on a report, so the cost lands on one and the cause sits on the other.
It starts at the quote. A lead time gets promised without checking what the floor is already committed to. Two weeks later that promise has to be met, so a setup gets broken down early, a Saturday gets worked, and a job that was quoted at a healthy margin closes at break-even to protect a date that was never real.
Every one of those costs is incurred after the promise was made and booked somewhere else. The overtime premium lands on labor. The expediting lands on freight. The lateness lands on the job that got bumped. None of them land on the quote that caused it.
Here they do, because the quoted date, the schedule it was checked against, the hours the floor clocked and the payroll those hours were paid at are the same record. The scoreboard traces the overtime back to the quoting decision that bought it, and tells you what that decision actually cost.
And it asks before the money is spent, not after. The production manager sees who is qualified, which jobs it saves, what it protects downstream and what it costs — on one card, on Friday afternoon.
Two jobs need your attention
4.5 hours of overtime · protects six delivery datesJ. Reyes
Badge 1156 · VMC 3-axis · signed off
G. Mahoney
Badge 1109 · Turning · signed off
Without it, J-2284 ships 1.5 days late and J-2287 slips to Tuesday. Four more jobs queued behind them on VF-2 #2 move with them. The premium is $157.50, and it is charged to the two jobs that needed it — not to whatever happens to be running on Monday.
You priced the job right and still lost money on it. That is almost always a date problem wearing a margin problem's clothes.
Every number, by customer
The customer you chase hardest is not always the one paying you.
Shop-wide numbers hide the thing worth knowing. A 94% on-time rate is four customers at 98 and one at 88 — and the one at 88 is the one writing your scorecard.
What you win, and from whom
RFQ to PO by customer, and how fast you answered them. Some customers you win half the time. Some you have quoted eleven times and never won.
What you actually earned
Quoted margin beside earned margin, from the job costs you incurred. Not forecast, not pipeline — closed jobs, by customer.
How they grade you
On-time by customer, on the arithmetic your primes already use: a trailing average, by lot, with partial shipments counted against you. You see that number before they do.
Where the numbers come from
Nothing here is typed in.
A scoreboard is only as honest as its feed. This one has no data entry step, because every figure is a by-product of work that was happening anyway.
The clock at the machine
Setup, run, programming and inspection, clocked against the operation on the part that was priced, with run time read off the control where it speaks MTConnect.
The crib and the supplier
Material issued, scrap reported, outside services billed. What was actually consumed, not what the BOM assumed.
The ledger
The margin the job closed at, posted as the work happened. The scoreboard reads the books, not a copy of them.
Which is why these numbers exist here and nowhere else. Quoting software knows what you bid and never what it cost. Machine monitoring knows the spindle and never the invoice. A scoreboard that spans both needs one record underneath it, and that is what this is.
The honest part
Your machinists are not what this is for.
Efficiency by operator is on this page, and it is the number most likely to be misused.
It is here so the night shift gets its own numbers instead of being averaged into somebody else's, so a man who is fast on a process can be the one scheduled onto it, and so a part that always runs long is recognized as a part problem rather than a people problem. A shop that uses it to lean on people gets worse data within a month, because the floor stops trusting the clock. The number is only useful while it is safe to be honest in front of.
Straight answers
Questions people ask about the scoreboard.
What does real-time actually mean here?
The figure changes when the work does. A clock-on at the machine moves labor cost and shop efficiency the moment it happens; a packing slip moves on-time delivery; a supplier invoice moves job cost. There is no nightly roll-up and no month-end rebuild.
Can I see any of this per customer?
All of it. Win rate, quote turnaround, on-time delivery, reject rate and earned margin all drill from the shop figure to the customer behind it, and from the customer to the jobs behind that.
How is on-time delivery calculated?
On the arithmetic your customers use, so your number and theirs agree: a trailing average over a rolling window, counted by lot, with partial shipments counted against the date. You can set the window to match a specific customer's scorecard.
What is shop efficiency measured against?
Hours earned against hours clocked, on your routings. It drills to work center, to machine and to operator, and the same figure drives what Si-Q prices the next job at.
How do you connect overtime back to a quote?
The quoted delivery date, the schedule it was checked against, the hours the floor clocked and the rate payroll paid them at are one record. When overtime is worked to protect a date, the job that caused the date carries the cost of it.
Does it tell me what to do about any of it?
Yes. It reads your own shop's history and surfaces what is moving against you — a part whose run time has drifted three quarters in a row, a customer whose earned margin has fallen below what you quote them, a work center absorbing overtime every month — with the jobs behind each one attached.
See your own numbers on it.
Thirty minutes on a shop set up like yours. Bring a job you think lost money and we will show you where it went.