Manufacturing Metrics

Table of Contents

This document provides documentation for manufacturing measures, including their names and business descriptions. Manufacturing metrics cover production orders, capacity utilization, cost analysis, work in progress, and due date analysis sourced from Microsoft Dynamics 365 Business Central.

1. Capacity

Capacity measures track time utilization across work centers and machine centers, comparing planned capacity against actual posted time from the Capacity Ledger.

1.1. Production Capacity Effective (min)

Total available capacity in minutes across all work centers and machine centers in the selected period, derived from the Calendar Entry table and normalized using the Capacity Unit of Measure multiplier.

1.2. Production Capacity Utilization %

Ratio of utilized capacity (run time + setup time) to effective capacity. Indicates how efficiently available machine and work center capacity is being used.

1.3. Production Capacity Utilized (min)

Total minutes of capacity consumed by production, calculated as run time plus setup time.

1.4. Production Capacity Variance %

Percentage difference between effective capacity and utilized capacity relative to effective capacity. A positive value indicates unused capacity.

1.5. Production Capacity Variance (min)

Difference in minutes between effective capacity and utilized capacity. A positive value indicates available capacity not consumed by production.

1.6. Production Run Time %

Run time as a percentage of total production time (run + stop + setup). Indicates the proportion of time spent in active production.

1.7. Production Run Time (min)

Total actual run time in minutes posted to the Capacity Ledger for production order types, normalized to minutes using the Capacity Unit of Measure multiplier.

1.8. Production Setup Time %

Setup time as a percentage of total production time. Indicates the proportion of time spent preparing machines or work centers.

1.9. Production Setup Time (min)

Total actual setup time in minutes posted to the Capacity Ledger for production order types, normalized using the Capacity Unit of Measure multiplier.

1.10. Production Stop Time %

Stop time as a percentage of total production time. Indicates the proportion of time lost to stoppages or downtime.

1.11. Production Stop Time (min)

Total actual stop time in minutes posted to the Capacity Ledger for production order types. Stop time represents unplanned or planned downtime at the work center level.

1.12. Production Time (min)

Total production time in minutes, combining run time, stop time, and setup time. Represents the full time charged to the Capacity Ledger for production.

1.13. Routing Operation Ending Date-time

Latest ending date and time across all production order routing lines in the current filter context. Used as the end boundary in Gantt chart visuals.

1.14. Routing Operation Starting Date-time

Earliest starting date and time across all production order routing lines in the current filter context. Used as the start boundary in Gantt chart visuals.

1.15. Expected — Production Expected Move Time (min)

Total planned move time in minutes across production order routing lines, normalized using the Move Time Unit of Measure multiplier. Move time represents transit time between operations.

1.16. Expected — Production Expected Run Time (min)

Total planned run time in minutes from production order routing lines, normalized using the Run Time Unit of Measure multiplier. Represents the scheduled machine or work center run time per operation.

1.17. Expected — Production Expected Setup Time (min)

Total planned setup time in minutes from production order routing lines, normalized using the Setup Time Unit of Measure multiplier.

1.18. Expected — Production Expected Time (min)

Total planned time in minutes combining expected run time and expected setup time. Represents the full scheduled operational time per routing step.

1.19. Expected — Production Expected Wait Time (min)

Total planned wait time in minutes from production order routing lines, normalized using the Wait Time Unit of Measure multiplier. Wait time represents queuing time between operations.

1.20. Expected vs Actual — Production Run Time Variance %

Percentage difference between actual run time and expected run time. A positive value indicates operations took longer than planned.

1.21. Expected vs Actual — Production Run Time Variance (min)

Difference in minutes between actual run time posted to the Capacity Ledger and the expected run time from routing lines. Positive values indicate overrun.

1.22. Expected vs Actual — Production Setup Time Variance %

Percentage difference between actual setup time and expected setup time.

1.23. Expected vs Actual — Production Setup Time Variance (min)

Difference in minutes between actual and expected setup time. Positive values indicate setup took longer than planned.

1.24. Expected vs Actual — Production Total Time Variance %

Percentage difference between total actual time (run + stop + setup) and total expected time (run + setup). Reflects overall scheduling accuracy.

1.25. Expected vs Actual — Production Total Time Variance (min)

Difference in minutes between total actual production time and total expected time from routing lines.

2. Cost Analysis

Cost analysis measures decompose production costs into material, capacity, overhead, subcontracting, and variance components. All costs are sourced from the Value Entry table (Item Inventory) filtered to production order types. Costs are converted using the configured exchange rate.

2.1. Production Capacity Cost

Total capacity cost charged to production, combining direct capacity cost (labor and machine time) and capacity overhead cost.

2.2. Production Capacity Cost %

Capacity cost as a percentage of total consumption cost. Indicates the share of total input cost attributable to work center and machine center usage.

2.3. Production Capacity Direct Cost

Direct cost portion of capacity charges, sourced from Value Entries with Entry Type = Direct Cost, blank ILE type, and a non-zero Capacity Ledger Entry reference. Represents the pure labor and machine rate charge.

2.4. Production Capacity Direct Cost %

Direct capacity cost as a percentage of total consumption cost.

2.5. Production Capacity Overhead Cost

Indirect cost portion of capacity charges, sourced from Value Entries with Entry Type = Indirect Cost, blank ILE type, and a non-zero Capacity Ledger Entry reference. Represents the overhead rate applied on top of the direct capacity cost.

2.6. Production Capacity Overhead Cost %

Capacity overhead cost as a percentage of total consumption cost.

2.7. Production Capacity Variance Cost

Cost variance specifically attributable to capacity, sourced from Value Entries with Entry Type = Variance and Variance Type = Capacity. Arises in standard costing when actual capacity cost differs from the standard rate.

2.8. Production Capacity Variance Cost %

Capacity variance cost as a percentage of total consumption cost.

2.9. Production Consumption Cost

Total cost of inputs consumed during production, combining material cost (direct and indirect) and capacity cost (direct and overhead). Excludes manufacturing overhead, which is applied at output.

2.10. Production Manufacturing Overhead Cost

Indirect cost applied to production output, sourced from Value Entries with Entry Type = Indirect Cost and ILE Type = Output. Represents item-level overhead configured on the finished item card (Indirect Cost % or Overhead Rate), absorbed at the time of output posting.

2.11. Production Manufacturing Overhead Cost %

Manufacturing overhead cost as a percentage of output cost. Represents the overhead absorption rate per unit of output value.

2.12. Production Material Cost

Total material cost consumed in production, including both direct and indirect material charges. Sourced from consumption ILE Value Entries where the Capacity Ledger Entry reference is zero, ensuring capacity-related entries are excluded. The value is negated because consumption entries are posted as negative cost amounts.

2.13. Production Material Cost %

Material cost as a percentage of total consumption cost.

2.14. Production Material Direct Cost

Direct material cost only, sourced from consumption Value Entries with Entry Type = Direct Cost and no Capacity Ledger reference.

2.15. Production Material Direct Cost %

Direct material cost as a percentage of total consumption cost.

2.16. Production Material Indirect Cost

Indirect material overhead applied to consumed components, sourced from consumption Value Entries with Entry Type = Indirect Cost and no Capacity Ledger reference.

2.17. Production Material Indirect Cost %

Indirect material cost as a percentage of total consumption cost.

2.18. Production Material Variance Cost

Cost variance attributable to material consumption, sourced from Value Entries with Entry Type = Variance, Variance Type = Material, and ILE Type = Consumption. Arises in standard costing when actual component cost differs from the standard.

2.19. Production Material Variance Cost %

Material variance cost as a percentage of total consumption cost.

2.20. Production Output Cost

Total cost of finished goods output from production, including actual posted costs and expected cost amounts on output entries. Sourced from Value Entries with ILE Type = Output.

2.21. Production Output Direct Cost

Direct cost component of output value, sourced from output Value Entries with Entry Type = Direct Cost and no Capacity Ledger reference. Represents the material cost component transferred to finished goods.

2.22. Production Output Direct Cost %

Output direct cost as a percentage of total output cost.

2.23. Production Output Variance Cost

Cost variance posted on output entries, sourced from Value Entries with Entry Type = Variance and ILE Type = Output. Arises in standard costing when the actual output cost differs from the standard cost of the finished item.

2.24. Production Output Variance Cost %

Output variance cost as a percentage of total output cost.

2.25. Production Subcontracting Cost

Cost of subcontracted operations, sourced from output Value Entries with Entry Type = Direct Cost and a non-zero Capacity Ledger Entry reference. Subcontracting costs are posted as output entries because the subcontractor delivers the finished or semi-finished item.

2.26. Production Subcontracting Cost %

Subcontracting cost as a percentage of total output cost.

2.27. Production Total Overhead Cost

Combined overhead burden, summing capacity overhead cost and manufacturing overhead cost. Provides a single view of all indirect costs applied to production.

2.28. Production Total Variance Cost

Total variance costs across all variance types (material, capacity, output), sourced from all Value Entries with Entry Type = Variance for production orders.

2.29. Expected — Production Expected Capacity Cost

Total planned capacity cost from production order routing lines, using the Expected Operation Cost Amount field. Calculated by Business Central when the order is refreshed, based on the work center unit cost and planned operation times.

2.30. Expected — Production Expected Capacity Direct Cost

Planned direct capacity cost, derived by subtracting expected capacity overhead cost from total expected capacity cost.

2.31. Expected — Production Expected Capacity Overhead Cost

Planned overhead portion of capacity cost, sourced from the Expected Capacity Overhead Cost field on production order routing lines.

2.32. Expected — Production Expected Consumption Cost

Total planned cost of production inputs, combining expected material cost (from BOM lines) and expected capacity cost (from routing lines).

2.33. Expected — Production Expected Material Cost

Total planned material cost sourced from Production Order BOM Lines, using the Cost Amount field which reflects the standard cost of each component at the planned quantity.

2.34. Expected — Production Expected Output Cost

Total planned output cost sourced from Production Order Lines, using the Cost Amount field which reflects the standard cost of the finished item at the planned quantity.

2.35. Expected vs Actual — Production Capacity Cost Variance

Difference between actual capacity cost and expected capacity cost. Positive values indicate capacity cost overrun against the plan.

2.36. Expected vs Actual — Production Capacity Cost Variance %

Capacity cost variance as a percentage of expected capacity cost.

2.37. Expected vs Actual — Production Capacity Direct Cost Variance

Difference between actual and expected direct capacity cost.

2.38. Expected vs Actual — Production Capacity Direct Cost Variance %

Direct capacity cost variance as a percentage of expected direct capacity cost.

2.39. Expected vs Actual — Production Capacity Overhead Cost Variance

Difference between actual and expected capacity overhead cost.

2.40. Expected vs Actual — Production Capacity Overhead Cost Variance %

Capacity overhead cost variance as a percentage of expected capacity overhead cost.

2.41. Expected vs Actual — Production Consumption Cost Variance

Difference between actual total consumption cost and expected consumption cost. Combines material and capacity cost variances into a single consumption view.

2.42. Expected vs Actual — Production Consumption Cost Variance %

Consumption cost variance as a percentage of expected consumption cost.

2.43. Expected vs Actual — Production Material Cost Variance

Difference between actual material cost and expected material cost from BOM lines.

2.44. Expected vs Actual — Production Material Cost Variance %

Material cost variance as a percentage of expected material cost.

2.45. Expected vs Actual — Production Output Cost Variance

Difference between actual output cost and expected output cost from production order lines.

2.46. Expected vs Actual — Production Output Cost Variance %

Output cost variance as a percentage of expected output cost.

3. Document Statistics

Document statistics provide order counts by status, enabling tracking of the production order pipeline across all lifecycle stages.

3.1. No. of Finished Production Orders

Count of distinct production orders with status Finished in the current filter context.

3.2. No. of Firm Planned Production Orders

Count of distinct production orders with status Firm Planned. Firm planned orders are committed to the schedule but not yet released to the shop floor.

3.3. No. of Planned Production Orders

Count of distinct production orders with status Planned. Planned orders are system-generated and not yet confirmed.

3.4. No. of Production Orders

Count of distinct production orders in the current filter context, sourced from Production Order Line to ensure responsiveness to the Posting Date filter.

3.5. No. of Released Production Orders

Count of distinct production orders with status Released. Released orders are active on the shop floor.

3.6. No. of Simulated Production Orders

Count of distinct production orders with status Simulated. Simulated orders are used for what-if planning and do not generate ledger entries.

4. Due Analysis

Due analysis measures evaluate on-time delivery performance by comparing each production order’s effective finished date against its due date. For orders where the finished date is not set (stored as 1 January 1970 in Business Central), the most recent posting date in the current filter context is used as a proxy.

4.1. No. of Production Orders Late

Count of production orders where the effective finished date is later than the due date.

4.2. No. of Production Orders On Time

Count of production orders where the effective finished date is on or before the due date.

4.3. Production Avg Days Late

Average number of days by which late production orders exceeded their due date. Only orders where the effective finished date is later than the due date are included in the average.

4.4. Production Orders Late %

Percentage of production orders that finished late, calculated as late orders divided by total production orders.

4.5. Production Orders On Time %

Percentage of production orders that finished on time, calculated as on-time orders divided by total production orders.

5. General

General measures cover production quantities, averages, scrap, and overhead aggregations used across multiple report pages.

5.1. Production Average Consumption Cost

Average cost per unit consumed, calculated as material cost divided by consumption quantity. Represents the average cost of one unit of raw material consumed in production.

5.2. Production Average Output Cost

Average cost per unit of finished goods output, calculated as output cost divided by output quantity.

5.3. Production Avg Daily Consumption Cost

Average daily material consumption cost, calculated as total consumption cost divided by the number of distinct posting days in the selected period.

5.4. Production Avg Daily Consumption Quantity

Average daily quantity consumed, calculated as total consumption quantity divided by the number of distinct posting days.

5.5. Production Avg Daily Output Cost

Average daily output cost, calculated as total output cost divided by the number of distinct posting days.

5.6. Production Avg Daily Output Quantity

Average daily output quantity, calculated as total output quantity divided by the number of distinct posting days.

5.7. Production Avg Monthly Consumption Cost

Average monthly material consumption cost, calculated as total consumption cost divided by the number of distinct months in the selected period.

5.8. Production Avg Monthly Consumption Quantity

Average monthly consumption quantity, calculated as total consumption quantity divided by the number of distinct months.

5.9. Production Avg Monthly Output Cost

Average monthly output cost, calculated as total output cost divided by the number of distinct months.

5.10. Production Avg Monthly Output Quantity

Average monthly output quantity, calculated as total output quantity divided by the number of distinct months.

5.11. Production Consumption Quantity

Net quantity of items consumed in production, sourced from Item Ledger Entries with type Consumption. The value is negated because consumption entries are posted as negative quantities.

5.12. Production Output Quantity

Total quantity of finished goods posted as output from production orders, sourced from Item Ledger Entries with type Output.

5.13. Production Scrap %

Scrap quantity as a percentage of output quantity. Measures the proportion of production that results in scrapped goods.

5.14. Production Scrap Quantity

Total scrap quantity posted to the Capacity Ledger for production order types. Scrap is recorded at the operation level when operators report defective output during routing step posting.

5.15. Production Total Overhead Cost

Combined overhead from capacity overhead (applied during work center posting) and manufacturing overhead (applied at output). Provides a single view of all indirect cost burdens on production.

5.16. Expected — Production Expected Consumption Quantity

Total planned consumption quantity from Production Order BOM Lines, representing the expected raw material requirement at planned order quantities.

5.17. Expected — Production Expected Output Quantity

Total planned output quantity from Production Order Lines, representing the finished goods quantity planned for each order.

5.18. Expected vs Actual — Production Consumption Quantity Variance

Difference between actual consumption quantity and expected consumption quantity. Positive values indicate more material was consumed than planned.

5.19. Expected vs Actual — Production Consumption Quantity Variance %

Consumption quantity variance as a percentage of expected consumption quantity.

5.20. Expected vs Actual — Production Output Quantity Variance

Difference between actual output quantity and planned output quantity. Negative values indicate the order has not yet been fully completed.

5.21. Expected vs Actual — Production Output Quantity Variance %

Output quantity variance as a percentage of expected output quantity.

6. Work in Progress

Work in progress (WIP) measures track the value and quantity of production orders with status Released — orders that are active on the shop floor but not yet finished. WIP value represents costs already incurred on open orders that have not yet been transferred to finished goods inventory.

6.1. Production Finished %

Percentage of planned output quantity that has been completed, scoped to Released orders only. Calculated as finished quantity divided by expected output quantity.

6.2. Production Finished Quantity

Total finished quantity posted against Released production order lines. Represents the portion of open orders that has been completed and output to inventory.

6.3. Production WIP Capacity Value

Total capacity cost (direct and overhead) charged to Released production orders. Represents the work center and machine center cost component of WIP.

6.4. Production WIP Consumption Value

Total consumption cost (material and capacity) charged to Released production orders. Represents all input costs absorbed into open orders.

6.5. Production WIP Expected Cost

Total expected cost amounts for Released production orders. Includes costs committed but not yet fully invoiced or adjusted, providing a more complete view of total WIP exposure.

6.6. Production WIP Output Value

Total output cost posted for Released production orders. Represents the value already transferred to finished goods inventory from orders that are still technically open.

6.7. Production WIP Quantity

Total remaining quantity on Released production order lines. Represents the open quantity yet to be finished and output to inventory.

6.8. Production WIP Value

Net value of work in progress, calculated as total consumption value minus output value plus expected cost. Represents the net cost currently locked in open production orders that has not yet been realized as finished goods inventory.

6.9. Production WIP Value per Unit

WIP value divided by WIP quantity for Released orders. Represents the average cost currently embedded in each unit of open production.