21 Reports — Daily, Weekly, Monthly

Daily Trend · 7 reports

What happened today, right now

Sales & Orders TodayWhat did we sell and win today?

01 · Daily · Every working day · For Owner, Sales head

Two different things hide inside “sales”: what you billed today (money earned) and what you booked today (work coming in). This view keeps them apart, so a strong dispatch day can’t hide a day with no new orders — or the other way round.

The numbers you’ll see

Sales today

Value of goods billed and dispatched today — the money you earned.

Orders booked today

Value and number of new orders received today — the work you’ll be doing next.

Average order value

Are you winning bigger jobs or smaller ones?

New vs repeat

How many of today’s orders came from first-time customers, and how many from existing ones.

Today vs run-rate

Today’s sales against a normal day for you, shown as ▲ or ▼ %.

Charts on this view

Today vs the week
One bar per day for the last 7 days, with today highlighted — a strong day or a slow one at a glance.
Orders won today
Every order booked today: customer, product, value, and a new / repeat tag.

Production OutputHow much did we actually produce today?

02 · Daily · Every working day · For Production head, Plant manager

A floor can look busy all day and still produce less than you think. This view shows what actually came off the machines today, at which process, and how much of it was rejected — the day’s real output, not just the activity.

The numbers you’ll see

Output today

Good units produced today across all processes.

Production runs

How many production runs were recorded today — the activity level on the floor.

Jobs completed

Jobs that finished their final process today, out of all the jobs worked on.

Rejected today

Units rejected today, and what share of output that is.

Charts on this view

Output by process
Printing, lamination, die-cutting, pasting… — where today’s work actually happened.
Output, last 5 days
Today’s total next to the previous four days.

Machine Status / DowntimeWhich machines are running, idle, or down right now?

03 · Daily · Every working day · For Production head, Maintenance

A machine that isn’t running is the most expensive thing in the factory — you’re still paying for it, its operator and its floor space, and getting nothing back. This view shows which machines ran today, for how long, how long they stood idle, and why they stopped.

The numbers you’ll see

Machines active today

How many machines produced anything today.

Idle time

Hours machines were available but not running.

Busiest machine

The machine with the most running hours today.

Downtime reasons

Why machines stopped — breakdown, make-ready, power cut, waiting for material, no job planned.

Charts on this view

Running hours by machine
One bar per machine: how long it actually ran today.
Idle gap
For each machine, hours ran next to hours idle.

Dispatch & DeliveryWhat went out the door today, and on time?

04 · Daily · Every working day · For Dispatch, Customer service, Owner

A job isn’t finished until it leaves the gate. This view shows what went out today, whether it left by the date you promised the customer, and which deliveries were late — because customers remember a late delivery far longer than a good price.

The numbers you’ll see

Dispatched today

Value and number of consignments that left today.

On-time dispatch %

Share of orders sent on or before the promised date.

Late this week

Orders that went out after the promised date.

Paperwork complete

Share of dispatches with e-way bill, transporter and vehicle details in place — gate delays often start here.

Charts on this view

Dispatch, last 5 days
Value sent out each day, today highlighted.
Late against promised date
Each late order: customer, and how many days late.

Today's CollectionsHow much cash came in today?

05 · Daily · Every working day · For Owner, Accounts

Sales on paper don’t pay salaries — cash does. This view shows how much money came in from customers today, and which promised payments didn’t arrive, so follow-up happens the same day instead of at month-end.

The numbers you’ll see

Collected today

Cash, cheque and bank transfers received from customers today.

Receipts

How many payments came in.

Billed today

What you invoiced today — to set against what you collected.

Promised, not paid

Customers who committed to pay by today and didn’t.

Charts on this view

Collected vs billed
Day by day, money in next to money invoiced.
Follow-up list
Missed payment promises: customer, amount, days since the promise.

Wastage TodayHow much material did we waste today?

06 · Daily · Every working day · For Production head, Owner

In print and packaging, board, paper, ink and foil are the biggest cost — so every spoiled sheet is money in the bin. This view turns today’s waste into rupees, by machine, job and material, so it gets the same attention as any other expense.

The numbers you’ll see

Wastage today

Quantity of material spoiled today.

Wastage value

That waste in rupees — what it actually cost you.

Make-ready waste

Sheets spoiled during set-up, before the first good copy.

Runs with waste logged

How consistently waste is being recorded at all.

Charts on this view

Wastage by machine
Where today’s waste happened.
Wastage by material / job
Which materials and jobs lost the most.

Pending / At-Risk JobsWhat's stuck or about to miss its deadline?

07 · Daily · Every working day · For Planning, Production head, Customer service

Late deliveries aren’t decided on the delivery day — they’re decided days earlier, when a job stalls. This watch-list shows open jobs that are past due, due in the next 48 hours, or not yet started, and where each one is stuck, so you can act while there’s still time.

The numbers you’ll see

Open jobs

Jobs booked but not yet delivered.

Past due

Open jobs whose promised date has already gone by.

Due in 48 hours

Open jobs due today, tomorrow or the day after.

Not yet started

Jobs booked with no production done on them yet.

Charts on this view

Where jobs are stuck
At-risk jobs grouped by the last process they reached.
Most overdue jobs
Oldest open jobs first: job, promised date, days late.

Weekly Trend · 7 reports

Are we trending right?

Sales Trend & ConversionAre enquiries turning into orders this week?

08 · Weekly · Once a week · For Owner, Sales head

One day’s sales is noise; the trend is the signal. This view shows whether sales are growing week on week and month on month, which products and customers are driving it, and how many of your quotations turn into orders.

The numbers you’ll see

Sales this week / month

Total billed in the period, next to the period before.

Growth %

How much sales rose or fell against the previous period.

New orders booked

Value of orders won in the period.

Quote → order %

Of the quotations you sent, how many became orders.

Charts on this view

Sales trend
Sales for each of the last 6 weeks or months.
Product / customer mix
Which products and customers make up your sales.

Receivables & AgeingWho owes us money, and for how long?

09 · Weekly · Once a week · For Owner, Accounts

Every rupee a customer owes you is your cash funding their business. This view shows how much is outstanding, how much is overdue, how old it is and who holds the most — because the older a debt gets, the less likely it is to be paid.

The numbers you’ll see

Total outstanding

Everything customers currently owe you.

Overdue

The part that is past its due date — in rupees and as a share of the total.

90+ days

The oldest, riskiest money.

Top debtors

The customers holding the most of your cash.

Charts on this view

Ageing buckets
Outstanding split into not yet due, 1–30, 31–60, 61–90 and 90+ days overdue.
Top overdue accounts
Customer, overdue amount and age of their oldest bill.

OEE & EfficiencyHow efficiently are machines running this week?

10 · Weekly · Once a week · For Production head, Owner

OEE — Overall Equipment Effectiveness — asks one question: of the time a machine could have been making good product, how much did it actually? It splits the loss three ways — stopped, running slow, making rejects — so you know which one to fix.

The numbers you’ll see

OEE %

The single score: availability × performance × quality.

Availability

Time the machine ran, against the time it was planned to run.

Performance

How fast it ran, against its rated speed.

Quality

Good units, against everything it produced.

Charts on this view

OEE by machine
Which machines are effective and which aren’t.
Loss breakdown
How much was lost to stoppages, to slow running and to rejects.

OTIF / On-Time %Are we delivering in full and on time?

11 · Weekly · Once a week · For Owner, Sales, Planning

OTIF — On-Time In-Full — is your customer’s scorecard for you. An order only counts if it arrived by the promised date and with the full quantity. This view shows how often you keep that promise, and whether misses come from lateness or short shipments.

The numbers you’ll see

OTIF %

Orders that were both on time and complete.

On-time %

Orders sent on or before the promised date.

In-full %

Orders sent with the full quantity ordered.

Late orders

How many orders missed their date, and their value.

Charts on this view

OTIF trend
OTIF % week by week.
Why late
Where late orders got held up.

Inventory HealthIs stock at healthy levels — overstock or shortage risk?

12 · Weekly · Once a week · For Owner, Purchase, Stores

Stock is cash sitting on a shelf. Too much and your money is frozen — and some of it slowly turns into scrap. Too little and machines stop waiting for board or ink. This view shows what your stock is worth, what hasn’t moved, how long it will last, and what you’ve promised beyond what you hold.

The numbers you’ll see

Stock value

What everything in the store is worth.

Dead stock

Value of items that haven’t moved in 180 days or more.

Stock cover

How many days current stock will last at today’s usage.

Over-committed items

Items already promised to jobs beyond what you actually hold.

Charts on this view

Stock by category
Value held in board, paper, ink, foil and finished goods.
Slow and dead items
The highest-value items that aren’t moving, and for how long.

Wastage by Machine / JobWhich machine or job is generating the most waste?

13 · Weekly · Once a week · For Production head, Owner

The weekly deep-dive behind Wastage Today. One day can be unlucky; a week shows the pattern. This view ranks machines, job types, materials and shifts by rupees wasted and compares each to an allowed norm — so you fix the biggest leak first.

The numbers you’ll see

Wastage ₹ this week

The week’s waste in rupees.

Worst machine

The machine that wasted the most.

Worst job type

The product or job type with the highest waste %.

Against norm

Actual waste % compared with what you allow for.

Charts on this view

Wastage by machine
Rupees wasted on each machine this week.
Wastage by job type
Waste % for each product or job category.

Purchase & VendorWhat are we buying, from whom, and at what rate?

14 · Weekly · Once a week · For Owner, Purchase

What you buy decides a big part of your margin before a single sheet is printed. This view shows how much you spend, whether material rates are creeping up, which suppliers deliver on time and in full, and where you depend on a single vendor.

The numbers you’ll see

Purchases this week

Total value bought in the period.

Vendor OTIF

Share of supplier deliveries that arrived on time and complete.

Price trend

How rates for key materials have moved.

Single-source items

Items you buy from only one supplier.

Charts on this view

Material rate trend
Rate per unit for key materials over recent months.
Vendor reliability
On-time, in-full % for each supplier.

Monthly Trend · 7 reports

Is the business healthy?

Profitability & MarginAre we making money, and on what?

15 · Monthly · Once a month · For Owner

Turnover tells you how busy you are; margin tells you whether it’s worth it. This view shows where you actually make money — by customer, product and job — and finds the jobs you’re doing at a loss.

The numbers you’ll see

Gross margin %

Sales minus the direct cost of making them, as a share of sales.

Loss-making jobs

Jobs sold for less than they cost to make.

Best and worst products

Margin for each product line.

Estimated vs actual

The profit you quoted for, against the profit you made.

Charts on this view

Margin by product line
Gross margin % for each product family.
Loss-making jobs
Each job sold below cost: customer and margin.

Customer ConcentrationHow dependent are we on our top few customers?

16 · Monthly · Once a month · For Owner

If one customer gives you 40% of your business, they effectively set your prices — and losing them could sink the year. This view shows how dependent you are on your biggest customers, and which accounts are quietly shrinking.

The numbers you’ll see

Top customer %

Your largest customer’s share of revenue.

Top 3 / top 10 %

Combined share of your biggest few customers.

Active customers

How many customers you billed in the period.

Concentration risk

Revenue from your top customers plus what they currently owe you.

Charts on this view

Revenue concentration
Share of revenue by customer.
Top-3 exposure
Revenue share and overdue amount for your three biggest customers.

Costing — Estimate vs ActualDid the job cost what we quoted it would?

17 · Monthly · Once a month · For Owner, Estimator

Every quote is a prediction. This view checks those predictions against what jobs really cost, so you learn where estimates are consistently wrong — material, wastage, labour or machine time — and fix the rate card instead of losing margin job after job.

The numbers you’ll see

Jobs over estimate

Share of finished jobs that cost more than quoted.

Average overrun

By how much, on average, jobs went over.

Biggest driver

What causes most overruns: material, wastage, labour or time.

Margin lost

Rupees of profit eaten by overruns.

Charts on this view

Where estimates break
Overrun split by cost element.
Worst estimate gaps
Jobs with the largest gap between quoted and actual cost.

Working CapitalIs cash tied up in stock/receivables hurting us?

18 · Monthly · Once a month · For Owner

Profitable businesses still run out of cash. The cash-conversion cycle counts how many days your money is locked up — from paying for material, through stock and production, until the customer pays you. The shorter the cycle, the less you need to borrow to grow.

The numbers you’ll see

Cash cycle

Days your cash is tied up in the business.

Receivable days

How long customers take to pay you, on average.

Inventory days

How long material sits before it is used.

Payable days

How long you take to pay your suppliers.

Charts on this view

Cash cycle
Inventory days + receivable days − payable days, as bars.
Cash tied up
Rupees locked in receivables, stock and work-in-progress, less what you owe suppliers.

Deviation & Threshold AlertsWhat crossed a limit we should know about?

19 · Monthly · Once a month · For Owner, Every department head

Nobody has time to read 21 dashboards every day. This view does it for you: every key number is checked against its limit, and only the ones that have crossed it — or are drifting towards it — are shown. It is the “what needs my attention” page.

The numbers you’ll see

Open alerts

Key numbers currently past their limit.

Critical

Numbers far past their limit.

Improving

Numbers back at or beyond target.

New this period

Alerts that weren’t there last time.

Charts on this view

KPI vs limit
Every key number: actual value, its limit, and its status.
Alert trend
How many alerts were open in each recent period.

Projection & GrowthWhere are we headed vs. where we were?

20 · Monthly · Once a month · For Owner

Looking back tells you where you’ve been; this view looks forward. It projects sales from your current pace, shows how many weeks of confirmed orders you already hold, and compares growth with last year — so you can plan capacity, hiring and cash before you need them.

The numbers you’ll see

Annual run-rate

What a full year of sales looks like at your current pace.

Order book

Confirmed orders not yet delivered — in rupees and weeks of work.

Projected margin

The margin you can expect if your product mix holds.

Growth vs last year

This year so far against the same period last year.

Charts on this view

Revenue: actual and projected
Recent months, with the next few months projected.
Order book by month
Confirmed orders falling due in each coming month.

EBITDAWhat's our core operating profitability this month?

21 · Monthly · Once a month · For Owner, Finance

EBITDA — earnings before interest, tax, depreciation and amortisation — is the profit your operations generate before financing and accounting choices. It’s the cleanest measure of whether the business itself is earning, and the first number banks and investors look at.

The numbers you’ll see

EBITDA

Operating profit for the month, in rupees and as a %.

EBITDA margin

EBITDA as a share of revenue.

Month-on-month change

This month against last month.

Cash EBITDA

EBITDA adjusted for cash that got locked up in stock and receivables.

Charts on this view

EBITDA bridge
Revenue stepping down through material, labour, power and overheads to EBITDA.
What’s moving EBITDA
What changed since last month: volume, margin, wastage, price.

21 Dashboards.One Rhythm.

Look at each number as often as it can change

What happened today, right now

Sales & Orders Today

Production Output

Machine Status / Downtime

Dispatch & Delivery

Today's Collections

Wastage Today

Pending / At-Risk Jobs

Are we trending right?

Sales Trend & Conversion

Receivables & Ageing

OEE & Efficiency

OTIF / On-Time %

Inventory Health

Wastage by Machine / Job

Purchase & Vendor

Is the business healthy?

Profitability & Margin

Customer Concentration

Costing — Estimate vs Actual

Working Capital

Deviation & Threshold Alerts

Projection & Growth

EBITDA