Executive Summary
A discrete event simulation of the shop floor was built to test a range of scenarios aimed at raising on-time delivery. The model replays every job released from January 2024 through the shop's own routings, shift calendars, crewing, recorded downtime, and dispatch rules, and draws setup, run, move, and material times from the shop's recorded performance. This lets us measure the impact that each scenario has on on-time delivery and related measures: brake utilization and queue time, floor WIP, late jobs, and days late.
The model's accuracy was checked with a baseline run of every job with no changes, replicating the shop as it actually operated (the "Status Quo" scenario). It reproduced 100% of measures within tolerance, including 2025 on-time delivery of 80.2% against 80.8% measured and a year-end peak of 464 jobs on the floor against 466 measured. Section 4 gives the full validation.
We tested scenarios in two categories: (i) release and dispatch rules governing when work is released and the order in which it is run, and (ii) capacity changes that add machine hours. As shown below, the changes that add brake hours raised on-time delivery the most, while changes to release and dispatch had a neutral or negative impact.
We compared the results of the scenarios individually and in specific combinations alongside their cost of implementation, NPV and payback periods. We found that the "Operating Package" (brake setup program + additional Saturday shifts on both brakes) increased 2025 on-time delivery by 7.7 points to 87.9% without significant capital investment. Adding a robotic bending cell on top of the Operating Package generated the highest return of all capital-intensive options tested, increasing on-time delivery another 2.2 points to 90.1%. Sections 2 and 3 detail these results and ROI.
1. Simulations Tested
We considered two broad categories of simulations intended to raise on-time delivery:
Release and dispatch scenarios change the rules that govern how work enters and moves through the floor. These changes cost nothing to implement. If late jobs come from too much work on the floor, or from the wrong job going next at the brakes, these should move on-time delivery.
Capacity scenarios add machine hours through operating changes or new equipment. These changes cost labor and/or capital. The capacity report finds that the brakes are the shop's primary constraint: they operate at the highest utilization with the least buffer, and hold 44% of all queue days. Given this, we expect scenarios that add brake hours to move on-time delivery.
Each scenario changes only the inputs listed for it in the tables below; everything else stays as the shop operates today (the Status Quo). Each scenario and the Status Quo were run 30 times, each run with its own draws of setup, run, move and material times. Section 2 presents the results. See Appendix Tables 1 and 2 for additional detail.
| Scenario | The change | Cost | Potential impact on on-time delivery |
|---|---|---|---|
| WIP cap: 240, 210, and 180 jobs | A job is released only when fewer jobs than the cap are on the floor. | None | The floor carried 238 jobs on average in 2025 (flow report); fewer jobs on the floor could mean shorter waits. |
| Brake constraint-paced release | A job with brake work is released only when the brakes have 3 days of work or less waiting. | None | The brakes hold 53% of queue time (capacity report); pacing release to them could keep work from building there. |
| Earliest due date | Every work center takes the job with the earliest due date next. | None | Late jobs have longer lead times across most stages and most notably at the brakes (flow report); taking the most urgent job first should ship more of them on time. |
| Due-date ratio | Every work center takes rush jobs first, then the job with the lowest ratio of working days to its due date over standard hours of work remaining. | None | Earliest due date ignores how much work a job has left. The ratio moves jobs with the most work remaining against their due date to the front. |
| Shortest processing time at the brakes | The brakes take the shortest job next. | None | Short jobs clear the queue fastest, which lowers the average wait. |
| Prioritize light work at B1 and B2 | B1 and B2 take light parts ahead of heavy ones when the other brakes are backed up. | None | Precision and expedited work goes to B1 and B2, which have the shortest brake queues (capacity report); light work could use that room. |
| Third color day for black | The powder line runs black on a third day each week. | None | Powder coat operations wait 1.1 days on average for their color day (flow report). |
| Scenario | The change | Cost | Potential impact on on-time delivery |
|---|---|---|---|
| Brake setup program | Setup standards, carts and sheets for the 12 part-operations with the most setup hours over standard; repeat setups assigned to the operators who know the part; a handover standard at shift change. Detailed in Section 3 of the capacity report. | $60,000 once and $10,000 a year | Brake setups run 36 hours a week over standard, the largest single driver of elevated brake utilization. |
| Additional Saturday shifts | A Saturday brake shift every week from November to February (historically the months with the recurring build). Two variants: as crewed today (one brake) and both B1 and B2 crewed. | Overtime of the added shifts: $3,600 a year with one crew, $8,100 with both brakes | A Saturday shift as worked today supplies 6.8 brake machine hours, 8% of the weekly gap in the build; with both brakes crewed 17% (capacity report). |
| Second shift: robotic weld | A second shift on the robotic weld cell. | $83,300 a year of labor | The cell runs at 0.82 of its one shift with 2.9 days of queue per operation (capacity report). |
| Replace press brake B3 | A press brake with automatic tool changing in place of B3. | $735,000 and $18,000 a year | B3 ran 1,386 setup hours in 2025, and loading and unloading tooling is 45% of a setup. |
| Automated sheet tower (L2) | A second automated sheet tower, on L2. | $460,000 and $9,000 a year | The lasers ran at 0.92 of crewed hours through the year-end build (flow report). |
| New robotic bending cell | A robotic bending cell beside the five brakes. | $1,030,000, $25,000 a year and an operator for half its hours | 31% of brake standard hours are light, repeat parts in lots of 25 or more, which a cell can run. |
| Operating package (combination) | The setup program and planned Saturdays with both brakes crewed, together. | $60,000 once, and $18,100 a year | The two operating changes that add brake hours without capital. |
2. Results
Each scenario was evaluated based on its impact on on-time delivery rates in 2025 and Q2-Q4. As detailed in the flow report, this Q2-Q4 period excludes the significant capacity constraints and backlog build in Q1, and so presents a view of the scenario's performance in more normalized operating periods.
Each result in this section is a scenario's average over its 30 runs less the Status Quo's average over its 30 runs, with a 95% confidence interval: the range the true effect likely falls in. An effect is denoted positive or negative when the whole interval lies on one side of zero, and shows as no effect when the interval crosses zero.
Among the release and dispatch rules, only earliest due date improved on-time delivery. The other release and dispatch scenarios had a neutral to negative impact. The three WIP caps, the due-date ratio and shortest processing time at the brakes make on-time delivery worse, with the cap at 180 jobs reducing it by 9.4 points, because the caps move the wait from the brakes to the release gate (3.5 days held) without adding machine hours. See Appendix Table 3 for additional detail.
Scenarios that added brake capacity improved on-time delivery. The lower cost options, the brake setup program detailed in the capacity report and additional Saturday shifts on both brakes, added 4.5 points each to on-time delivery. The more capital intensive options, the robotic bending cell and replacing brake B3, also yielded improvements (9.4 and 4.7 points); they're analyzed in more detail in Section 3. The scenarios impacting capacity at the robotic weld and laser cutting centers yielded less improvement in on-time delivery, further validating the brakes as the shop's primary constraint.
Different combinations of scenarios were modelled, and one in particular yielded the best results. The "Operating Package" combines the brake setup program and additional Saturday shifts on both brakes, the two low cost capacity scenarios. This combination added 7.7 points to on-time delivery. On top of the Operating Package, the more capital-intensive scenarios were considered, with the robotic bending cell yielding the most significant further improvement to on-time delivery.
Scenarios with Positive Impact on On-time Delivery
Scenarios that improved on-time delivery are shown below alongside their impact on other delivery mechanism and outcome metrics. Changes that free brake capacity (brake setup program, replacing press brake B3, and the new robotic bending cell) saw improvements across the board: decreased brake utilization, lower queue times per operation, reduced floor WIP, and improvements in both number of late jobs and total days late. Additional Saturdays reach a similar result by adding hours rather than removing work, so the brakes stay as busy as before and utilization is unchanged. Earliest due date reorders work without adding capacity, so its gain is smaller: it moves jobs about to miss ahead of jobs due later, which removes late jobs but not days late, as the jobs it delays are later when they miss. Across all scenarios, the gain in on-time delivery follows the cut in brake queue time. See Appendix Tables 4, 5 and 6 for additional detail.
3. ROI & Other Considerations
Five changes improved on-time delivery in 2025 and moved the delivery mechanisms and outcomes with it: the brake setup program (+4.5 points), planned Saturdays on both brakes (+4.5), the tool-changing brake (+4.7), the robotic bending cell (+9.4), and the operating package, which combines the first two (+7.7). Each shortened the brake queue, took jobs off the floor, and cut both late jobs and days late.
This section lays out the costs and expected return of each change. The return is the brake hours a change frees, valued at half of them sold at a 40% margin, plus overtime avoided, less what the change costs to run; NPV is that value over 7 years discounted at 10%, less the one-time cost, before tax. On-time delivery itself is not priced, so a change that adds hours rather than freeing them, such as planned Saturdays, shows a cost and no return. See Appendix Tables 7 and 8 for additional detail.
The setup program and the operating package pay for themselves if even 5 to 8% of the brake hours they free are sold. The robotic bending cell needs about a quarter of its freed hours sold to break even, and returns more than the package once the shop sells roughly 30%, while the tool-changing brake needs half or more.
The operating package is recommended first: it raises on-time delivery 7.7 points; the $60,000 initial investment and $15,400 a year pay back in 0.4 years and return $0.69M. It returns less than the setup program alone ($0.78M) because its Saturday shifts add overtime costs and free no machine hours, but adds 3.2 more points of on-time delivery than the setup program alone. The robotic bending cell is the recommended capital investment option: on top of the package it adds 2.2 points and returns $1.52M with a 2.0-year payback.
Other Considerations
Several effects of these changes are measured but not priced, and some are not measured at all. See Appendix Table 9 for additional detail.
| Change | Measured, not priced | Considerations |
|---|---|---|
| Brake setup program |
| Depends on repeat setups going to the operators who know the part, and on a handover standard being kept. It narrows cross-training. It can be stopped at no cost. |
| Add'l Saturdays (both brakes) |
| About 3.3 Saturdays per brake operator from November to February, against 0.5 today. Sustained weekend work raises fatigue, absence and turnover risk, while a planned shift is easier to staff than one called at short notice. The record has only three Saturdays with both brakes crewed. |
| Operating package |
| Both of the above. |
| Robotic cell, on top of the package |
| Runs only light, repeat parts in lots of 25 or more, so its value depends on that work staying 31% of brake hours. Adds 204 setup hours a year to the manual brakes. Needs in-house programming skills. Gives headroom to quote more work. It is the largest sum at risk and cannot be reversed. |
| Replace brake B3, on top of the package |
| B3 is out of service while it is replaced. The effect is limited to B3's setups. One vendor maintains it. |
4. Model Accuracy & Validation
How the model works
The model takes each job as the shop released it and moves it through its routing, machine by machine, under the shop's shift calendars and dispatch rules. The model uses actual production data for release dates, routings, standards, due dates, rush flags, and machine downtime. What varies from job to job, how long each setup and run takes and how long a job waits for material, a move or outside processing, is drawn from the shop's 2025 distributions.
| Element | How it is modelled | Source |
|---|---|---|
| Jobs | Every job released from January 2024: release date, routing, setup and run standards, quantity, due date, rush flag and planned operation dates. | Taken from the record |
| Machines and calendars | Shift calendars by work center and day, the shifts each machine is crewed, every recorded downtime event and the powder color schedule. | Taken from the record |
| Dispatch | Rush first, then jobs due within 2 working days, then planned start. Brake classes by machine, setups grouped on the same tooling up to three in a row, and the 10:00 daily list at the single-shift work centers. | Taken from the record |
| Laser sheet grouping | A job of two or more sheets is cut on arrival; a single-sheet job waits for a second job on its sheet or for 2 working days before its planned start. | Estimated from the record |
| Setup and run time | Actual over standard by work center and size of operation; at the brakes by whether the setup is grouped and by lot size. | Drawn from the shop's 2025 distributions |
| Waits between operations | Material wait at the first operation by routing class; move and hold time by work center; outside processing time; complete to ship. | Drawn from the shop's 2025 distributions |
| Brake hours worked | 0.965 of crewed hours on an ordinary weekday, 0.882 in a holiday week, fitted on weeks with work waiting. | Estimated from the record |
| Saturday and extended brake shifts | A Saturday is called on 15% to 80% of Fridays by the jobs at the brakes, and worked on 55% of those, on one brake at 0.854 of its hours. An extended shift yields 0.196 of its hours. All fitted on the record's shifts. | Estimated from the record |
| Laser hours worked | 0.909 of crewed hours, fitted on weeks with over 90 jobs at the lasers. | Estimated from the record |
| Operator familiarity | A reduction in brake setup time in proportion to the hours measured in the capacity report. | Estimated from the record |
Not modelled: scrap and rework as events, operator absence and assignment by name, holds as events, nests and sheets, quoting, and the customer's response to delivery; orders and due dates are those of the record under every scenario.
Model accuracy
The model reproduces the shop within tolerance on all ten measures set before it was run. Outside those ten, queue time at the punch (0.64 days against 1.06) and at the lasers (1.71 against 1.39) and the 10th-percentile lead time for 2025 (4.8 days against 4.2) are the only figures more than 10% from measured. See Appendix Tables 10 and 11 for additional detail.
The brakes and the robotic weld cell, the two work centers that hold a queue, sit within 1.2 points of measured utilization and 2% of measured queue time.
The model's curve lies on the shop's in both periods: the 2025 median is 11.1 days against 11.2 and the 90th percentile 23.3 against 23.2.
Through the year-end build, the model builds and clears the backlog as the shop did. Floor WIP peaks at 464 jobs against 466, both in the week of December 23, falls below 300 in the week of March 10 and below 250 in the week of March 24 in both, and below 220 in the week of April 7 against March 31. The brakes worked 5,345 hours from December through March against 5,339, 39 of them on Saturdays against 42, and jobs shipped in the first quarter were 52.2% on time against 52.4%. The model enters the autumn heavier than the shop, with 191 to 245 jobs on the floor in October against 175 to 191, and ships 2024 Q4 at 84.3% on time against 87.9%; it has converged by the week of November 18.
Appendix
Table 1. Measured inputs and option assumptions
Measured inputs for 2025
| Measured input | 2025 | From |
|---|---|---|
| Brake utilization | 0.906 | the capacity report |
| Brake share of queue time | 53% | the capacity report |
| Brake setups over standard | 36 hours a week | the capacity report |
| Brake setup hours | 5,998, of which B3 1,386 | the marts |
| Robotic weld utilization and queue per operation | 0.818; 2.87 days | the capacity report |
| Share of brake standard hours a robotic cell can run | 31% | the marts (light, repeat parts in lots of 25 or more) |
| Revenue shipped and brake machine hours | $24,265,820; 16,165 | the marts |
| Revenue per brake hour | $1,501 | the marts |
Option costs, supplied by the shop
| Option | One-time cost | Upkeep a year | What it does |
|---|---|---|---|
| Brake setup program | $60,000 | $10,000 | Tooling carts, setup sheets and engineering time for the top 12 part-operations |
| Replace press brake B3 | $735,000 | $18,000 | Removes 85% of tool changing, 45% of a setup's hours, on B3 |
| Automated sheet tower (L2) | $460,000 | $9,000 | 30 unattended laser hours a week after second shift |
| New robotic bending cell | $1,030,000 | $25,000 | 70 brake hours a week; an operator for 50% of its hours |
Rates, supplied by the shop
| Rate | Value |
|---|---|
| Labor rate, loaded | $38 an hour |
| Overtime | 1.5 times the labor rate |
| Second-shift differential | 10% |
| Discount rate and horizon | 10% over 7 years, before tax, no residual value |
| Freed brake hours sold | 50% |
| Margin on revenue per brake hour | 40% |
Table 2. How Each Scenario Is Modelled
| Scenario | How it is modelled |
|---|---|
| WIP cap: 240, 210, and 180 jobs | Non-rush jobs wait at a release gate, in release order, until a job ships; rush jobs pass. |
| Brake constraint-paced release | Jobs with brake work wait at the gate while the brake backlog is over 3 days. |
| Earliest due date | Rush first, then earliest due date, at every work center. |
| Due-date ratio | Rush first, then the lowest ratio of time to the due date over standard hours remaining. |
| Shortest processing time at the brakes | Rush first, then the least standard hours, at the brakes only. |
| Prioritize light work at B1 and B2 | When over 2 days of light and heavy work waits, B1 and B2 take light parts before heavy. |
| Third color day for black | Black is added to the color schedule on Fridays. |
| Brake setup program | The 12 part-operations set up at standard; the other brake setups shorter by the assignment and handover hours measured. |
| Additional Saturday shifts | A Saturday shift every week from November through February: one brake at the Saturday yield, or B1 and B2 at the weekday yield. |
| Second shift: robotic weld | The cell is crewed for a second shift every working day. |
| Replace press brake B3 | Setups on B3 shorter by 38%. |
| Automated sheet tower (L2) | L2 cuts unattended for 6 hours after second shift on every working day. |
| New robotic bending cell | A sixth brake on two shifts at 70 hours a week that takes only those parts. |
| Operating package (combination) | Both changes in one run. |
Table 3. Release hold under the WIP caps and constraint-paced release
| Scenario | Mean working days held before release | On-time delivery (points) | Floor WIP (jobs) | Queue per brake operation (days) | Median lead time (days) |
|---|---|---|---|---|---|
| WIP cap: 240 jobs | 1.15 | +0.0 (-1.4 to +1.4) | +3.1 (-1.5 to +7.6) | -0.78 (-0.94 to -0.62) | +0.37 (+0.13 to +0.61) |
| WIP cap: 210 jobs | 1.79 | -1.6 (-3.0 to -0.2) | +8.7 (+3.4 to +14.0) | -1.23 (-1.38 to -1.08) | +0.67 (+0.35 to +0.98) |
| WIP cap: 180 jobs | 3.49 | -9.4 (-11.8 to -7.1) | +40.0 (+31.9 to +48.0) | -1.78 (-1.91 to -1.65) | +2.60 (+2.18 to +3.02) |
| Brake constraint-paced release | 0.30 | -0.1 (-1.3 to +1.1) | +2.5 (-1.5 to +6.6) | -0.66 (-0.82 to -0.49) | +0.13 (-0.11 to +0.38) |
Table 4. Scenario results, 2025: current practice, and each scenario as a difference from it with 95% intervals
Current practice
| Outcome | Current practice |
|---|---|
| On-time delivery | 80.2% |
| Late jobs | 1,021 |
| Days late | 3,768 |
| Queue per brake operation (days) | 3.02 |
| Floor WIP (jobs) | 238.3 |
| Brake utilization | 91.3% |
| Median lead time (days) | 11.07 |
| 90th-percentile lead time (days) | 23.34 |
| Queue per operation, all work centers (days) | 1.47 |
| Robotic weld utilization | 83.1% |
| Laser utilization | 75.5% |
| Jobs shipped | 5,149 |
Primary and supporting outcomes
| Scenario | Verdict | On-time delivery (points) | Late jobs | Days late | Queue per brake operation (days) | Floor WIP (jobs) | Brake utilization (points) |
|---|---|---|---|---|---|---|---|
| WIP cap: 240 jobs | Makes it worse | +0.0 (-1.4 to +1.4) | -2 (-76 to +72) | +261 (-142 to +665) | -0.78 (-0.94 to -0.62) | +3.1 (-1.5 to +7.6) | +1.0 (+0.7 to +1.3) |
| WIP cap: 210 jobs | Makes it worse | -1.6 (-3.0 to -0.2) | +85 (+12 to +157) | +930 (+551 to +1,310) | -1.23 (-1.38 to -1.08) | +8.7 (+3.4 to +14.0) | +1.5 (+1.2 to +1.8) |
| WIP cap: 180 jobs | Makes it worse | -9.4 (-11.8 to -7.1) | +485 (+363 to +608) | +3,592 (+2,805 to +4,378) | -1.78 (-1.91 to -1.65) | +40.0 (+31.9 to +48.0) | +1.4 (+1.1 to +1.7) |
| Brake constraint-paced release | No effect | -0.1 (-1.3 to +1.1) | +5 (-60 to +69) | +77 (-258 to +413) | -0.66 (-0.82 to -0.49) | +2.5 (-1.5 to +6.6) | +0.7 (+0.4 to +1.0) |
| Earliest due date | Works | +1.9 (+0.9 to +2.9) | -99 (-151 to -48) | +61 (-207 to +329) | -0.25 (-0.42 to -0.07) | -8.6 (-11.9 to -5.3) | +0.1 (-0.2 to +0.3) |
| Due-date ratio | Makes it worse | -7.5 (-8.6 to -6.4) | +383 (+325 to +441) | +1,952 (+1,639 to +2,265) | +0.31 (+0.12 to +0.50) | +20.9 (+17.0 to +24.8) | -0.1 (-0.4 to +0.2) |
| Shortest processing time at the brakes | Makes it worse | -0.4 (-1.6 to +0.9) | +17 (-50 to +84) | +662 (+270 to +1,053) | -0.53 (-0.76 to -0.31) | -8.9 (-13.5 to -4.3) | +0.5 (+0.2 to +0.8) |
| Prioritize light work at B1 and B2 | No effect | +0.0 (-1.0 to +1.1) | -1 (-55 to +54) | -3 (-292 to +286) | -0.02 (-0.18 to +0.15) | +0.2 (-3.1 to +3.5) | -0.1 (-0.4 to +0.2) |
| Third color day for black | No effect | -0.7 (-1.7 to +0.3) | +36 (-16 to +87) | +181 (-97 to +460) | +0.18 (+0.02 to +0.34) | +2.4 (-1.0 to +5.9) | -0.1 (-0.4 to +0.1) |
| Brake setup program | Works | +4.5 (+3.6 to +5.3) | -231 (-275 to -187) | -976 (-1,203 to -750) | -0.93 (-1.09 to -0.77) | -18.0 (-21.2 to -14.8) | -2.9 (-3.2 to -2.6) |
| Add'l Saturdays (one brake) | Works | +1.4 (+0.5 to +2.3) | -71 (-116 to -26) | -313 (-548 to -78) | -0.24 (-0.41 to -0.08) | -3.9 (-7.4 to -0.5) | -0.2 (-0.5 to +0.1) |
| Add'l Saturdays (both brakes) | Works | +4.5 (+3.5 to +5.5) | -232 (-283 to -181) | -976 (-1,231 to -721) | -0.80 (-0.96 to -0.64) | -15.4 (-18.8 to -12.0) | -0.0 (-0.3 to +0.2) |
| Second shift: robotic weld | Works | +0.9 (-0.3 to +2.0) | -44 (-103 to +14) | -252 (-545 to +41) | +0.05 (-0.13 to +0.23) | -2.7 (-6.4 to +1.0) | -0.0 (-0.3 to +0.2) |
| Replace press brake B3 | Works | +4.7 (+3.8 to +5.5) | -240 (-285 to -195) | -1,018 (-1,241 to -795) | -0.95 (-1.08 to -0.81) | -18.5 (-21.1 to -15.8) | -2.6 (-2.8 to -2.3) |
| Automated sheet tower (L2) | No effect | +0.7 (-0.4 to +1.9) | -37 (-96 to +22) | -120 (-428 to +188) | +0.38 (+0.21 to +0.55) | -4.9 (-8.2 to -1.5) | -0.2 (-0.4 to +0.1) |
| New robotic bending cell | Works | +9.4 (+8.6 to +10.3) | -486 (-532 to -441) | -1,840 (-2,062 to -1,617) | -2.39 (-2.51 to -2.26) | -46.4 (-49.4 to -43.4) | -10.2 (-10.5 to -9.9) |
| Operating package | Works | +7.7 (+6.9 to +8.5) | -395 (-439 to -351) | -1,575 (-1,781 to -1,368) | -1.70 (-1.84 to -1.57) | -33.0 (-35.7 to -30.3) | -3.1 (-3.3 to -2.8) |
| Package + B3 replacement | Works | +8.7 (+7.9 to +9.4) | -446 (-486 to -406) | -1,719 (-1,934 to -1,505) | -2.06 (-2.19 to -1.94) | -40.4 (-43.1 to -37.7) | -5.9 (-6.1 to -5.6) |
| Package + sheet tower | Works | +7.6 (+6.7 to +8.4) | -388 (-431 to -345) | -1,556 (-1,771 to -1,341) | -1.37 (-1.51 to -1.24) | -38.0 (-41.0 to -35.1) | -3.5 (-3.7 to -3.2) |
| Package + robotic bending cell | Works | +9.9 (+9.0 to +10.8) | -510 (-556 to -464) | -1,905 (-2,140 to -1,670) | -2.58 (-2.71 to -2.46) | -50.2 (-53.0 to -47.4) | -14.1 (-14.4 to -13.8) |
| Package + earliest due date | Works | +7.7 (+7.0 to +8.5) | -398 (-436 to -359) | -1,278 (-1,493 to -1,063) | -1.82 (-1.93 to -1.70) | -37.3 (-39.8 to -34.9) | -3.1 (-3.3 to -2.8) |
Further outcomes
| Scenario | Median lead time (days) | 90th-percentile lead time (days) | Queue per operation, all work centers (days) | Robotic weld utilization (points) | Laser utilization (points) | Jobs shipped |
|---|---|---|---|---|---|---|
| WIP cap: 240 jobs | +0.37 (+0.13 to +0.61) | -0.10 (-0.65 to +0.45) | -0.25 (-0.28 to -0.22) | +0.7 (-0.2 to +1.7) | +0.3 (-0.0 to +0.6) | -2 (-15 to +10) |
| WIP cap: 210 jobs | +0.67 (+0.35 to +0.98) | +0.17 (-0.37 to +0.70) | -0.34 (-0.37 to -0.31) | +1.0 (+0.1 to +1.9) | +0.0 (-0.3 to +0.3) | +10 (+1 to +19) |
| WIP cap: 180 jobs | +2.60 (+2.18 to +3.02) | +1.67 (+1.03 to +2.30) | -0.48 (-0.50 to -0.45) | +0.1 (-0.7 to +0.8) | -0.1 (-0.4 to +0.2) | -2 (-13 to +10) |
| Brake constraint-paced release | +0.13 (-0.11 to +0.38) | +0.13 (-0.34 to +0.61) | -0.06 (-0.09 to -0.03) | -0.3 (-1.1 to +0.5) | -0.2 (-0.6 to +0.2) | +4 (-7 to +15) |
| Earliest due date | -0.73 (-0.94 to -0.52) | -0.27 (-0.68 to +0.14) | -0.08 (-0.11 to -0.05) | +0.7 (-0.3 to +1.7) | +0.1 (-0.2 to +0.4) | -16 (-24 to -7) |
| Due-date ratio | +0.83 (+0.55 to +1.12) | +2.40 (+2.01 to +2.79) | +0.21 (+0.17 to +0.25) | -0.3 (-1.1 to +0.6) | -0.0 (-0.4 to +0.3) | -10 (-20 to -0) |
| Shortest processing time at the brakes | -0.80 (-1.06 to -0.54) | -0.42 (-1.00 to +0.17) | -0.08 (-0.13 to -0.04) | +1.3 (+0.3 to +2.3) | -0.1 (-0.4 to +0.3) | -7 (-18 to +4) |
| Prioritize light work at B1 and B2 | +0.03 (-0.17 to +0.23) | +0.17 (-0.24 to +0.58) | +0.00 (-0.03 to +0.03) | +0.1 (-0.8 to +0.9) | -0.1 (-0.4 to +0.2) | +1 (-8 to +10) |
| Third color day for black | +0.10 (-0.14 to +0.34) | +0.30 (-0.12 to +0.72) | +0.02 (-0.01 to +0.05) | -0.5 (-1.4 to +0.4) | -0.0 (-0.3 to +0.3) | +3 (-4 to +9) |
| Brake setup program | -0.87 (-1.05 to -0.69) | -1.87 (-2.25 to -1.49) | -0.17 (-0.20 to -0.14) | +0.1 (-0.9 to +1.1) | -0.0 (-0.4 to +0.4) | +4 (-3 to +10) |
| Add'l Saturdays (one brake) | -0.20 (-0.50 to +0.10) | -0.33 (-0.71 to +0.05) | -0.03 (-0.06 to -0.00) | -0.2 (-1.4 to +0.9) | +0.1 (-0.2 to +0.5) | +5 (-3 to +12) |
| Add'l Saturdays (both brakes) | -0.83 (-1.02 to -0.64) | -1.80 (-2.22 to -1.38) | -0.14 (-0.17 to -0.11) | +0.5 (-0.3 to +1.4) | -0.1 (-0.4 to +0.3) | +4 (-5 to +14) |
| Second shift: robotic weld | -0.30 (-0.61 to +0.01) | -0.18 (-0.63 to +0.27) | -0.02 (-0.06 to +0.01) | -42.4 (-43.2 to -41.6) | -0.2 (-0.6 to +0.2) | -1 (-11 to +9) |
| Replace press brake B3 | -0.87 (-1.05 to -0.69) | -1.90 (-2.22 to -1.58) | -0.17 (-0.19 to -0.14) | -0.1 (-1.1 to +0.9) | +0.1 (-0.2 to +0.3) | +4 (-6 to +15) |
| Automated sheet tower (L2) | -0.35 (-0.60 to -0.10) | -0.17 (-0.65 to +0.31) | -0.04 (-0.07 to -0.01) | -0.8 (-1.8 to +0.2) | -11.2 (-11.5 to -10.8) | +2 (-9 to +13) |
| New robotic bending cell | -1.87 (-2.05 to -1.69) | -5.03 (-5.38 to -4.69) | -0.43 (-0.45 to -0.40) | +0.4 (-0.5 to +1.4) | +0.0 (-0.3 to +0.3) | +3 (-6 to +11) |
| Operating package | -1.60 (-1.80 to -1.40) | -3.73 (-4.08 to -3.38) | -0.30 (-0.33 to -0.27) | +0.5 (-0.4 to +1.4) | -0.0 (-0.4 to +0.3) | +10 (-0 to +20) |
| Package + B3 replacement | -1.87 (-2.05 to -1.69) | -4.40 (-4.77 to -4.03) | -0.37 (-0.39 to -0.34) | +0.0 (-1.0 to +1.1) | -0.3 (-0.7 to +0.0) | +9 (-1 to +20) |
| Package + sheet tower | -1.83 (-2.02 to -1.64) | -4.17 (-4.52 to -3.81) | -0.35 (-0.37 to -0.32) | +0.1 (-0.6 to +0.9) | -10.8 (-11.1 to -10.5) | +8 (+0 to +17) |
| Package + robotic bending cell | -2.17 (-2.43 to -1.90) | -5.27 (-5.59 to -4.94) | -0.46 (-0.48 to -0.43) | +0.9 (-0.1 to +1.8) | -0.1 (-0.5 to +0.3) | -2 (-12 to +9) |
| Package + earliest due date | -1.87 (-2.05 to -1.69) | -3.70 (-4.05 to -3.35) | -0.35 (-0.37 to -0.33) | +1.7 (+0.5 to +2.8) | +0.0 (-0.3 to +0.3) | -6 (-15 to +3) |
Table 5. Scenario results, Q2-Q4: current practice, and each scenario as a difference from it with 95% intervals
Current practice
| Outcome | Current practice |
|---|---|
| On-time delivery | 90.3% |
| Late jobs | 364 |
| Days late | 1,319 |
| Queue per brake operation (days) | 1.44 |
| Floor WIP (jobs) | 202.1 |
| Brake utilization | 91.0% |
| Median lead time (days) | 9.37 |
| 90th-percentile lead time (days) | 17.47 |
| Queue per operation, all work centers (days) | 1.06 |
| Robotic weld utilization | 84.2% |
| Laser utilization | 75.5% |
| Jobs shipped | 3,771 |
Primary and supporting outcomes
| Scenario | Verdict | On-time delivery (points) | Late jobs | Days late | Queue per brake operation (days) | Floor WIP (jobs) | Brake utilization (points) |
|---|---|---|---|---|---|---|---|
| WIP cap: 240 jobs | Makes it worse | -0.6 (-1.1 to -0.1) | +26 (+5 to +47) | +73 (-14 to +161) | +0.09 (-0.03 to +0.21) | +4.0 (+0.6 to +7.4) | +0.3 (-0.1 to +0.7) |
| WIP cap: 210 jobs | Makes it worse | -1.7 (-2.4 to -1.0) | +69 (+41 to +97) | +264 (+159 to +370) | -0.05 (-0.17 to +0.07) | +8.9 (+4.2 to +13.6) | +0.7 (+0.3 to +1.1) |
| WIP cap: 180 jobs | Makes it worse | -8.5 (-10.3 to -6.7) | +328 (+258 to +397) | +1,389 (+1,067 to +1,710) | -0.33 (-0.42 to -0.23) | +41.9 (+34.3 to +49.4) | +0.9 (+0.5 to +1.3) |
| Brake constraint-paced release | No effect | -0.2 (-0.6 to +0.3) | +9 (-8 to +26) | +11 (-60 to +81) | +0.09 (-0.05 to +0.23) | +2.4 (-1.0 to +5.8) | +0.2 (-0.2 to +0.5) |
| Earliest due date | Works | -0.3 (-0.6 to +0.0) | +11 (-1 to +24) | +85 (+24 to +146) | -0.23 (-0.34 to -0.12) | -7.5 (-10.1 to -4.8) | -0.1 (-0.4 to +0.3) |
| Due-date ratio | Makes it worse | -5.0 (-5.6 to -4.3) | +186 (+161 to +211) | +739 (+632 to +846) | +0.49 (+0.34 to +0.65) | +19.7 (+16.0 to +23.4) | -0.2 (-0.7 to +0.2) |
| Shortest processing time at the brakes | Makes it worse | -2.2 (-2.9 to -1.5) | +85 (+58 to +111) | +360 (+238 to +483) | -0.27 (-0.42 to -0.13) | -6.1 (-9.5 to -2.7) | +0.4 (-0.1 to +0.8) |
| Prioritize light work at B1 and B2 | No effect | -0.1 (-0.5 to +0.2) | +6 (-8 to +19) | +31 (-44 to +106) | +0.01 (-0.08 to +0.11) | +0.4 (-2.1 to +3.0) | -0.2 (-0.5 to +0.2) |
| Third color day for black | No effect | -0.1 (-0.5 to +0.2) | +6 (-7 to +19) | +3 (-51 to +56) | +0.13 (+0.01 to +0.25) | +1.4 (-1.4 to +4.2) | -0.1 (-0.5 to +0.2) |
| Brake setup program | Works | +0.2 (-0.1 to +0.6) | -14 (-28 to -0) | -48 (-118 to +22) | -0.46 (-0.57 to -0.36) | -9.9 (-12.4 to -7.4) | -3.6 (-4.0 to -3.3) |
| Add'l Saturdays (one brake) | Works | +0.2 (-0.1 to +0.6) | -10 (-24 to +4) | -56 (-117 to +5) | -0.08 (-0.21 to +0.06) | -2.0 (-5.2 to +1.1) | -0.4 (-0.8 to -0.0) |
| Add'l Saturdays (both brakes) | Works | +0.2 (-0.2 to +0.6) | -11 (-26 to +4) | -39 (-112 to +34) | -0.27 (-0.37 to -0.17) | -6.2 (-8.7 to -3.7) | -0.6 (-0.9 to -0.3) |
| Second shift: robotic weld | Works | +1.0 (+0.6 to +1.3) | -36 (-49 to -23) | -183 (-243 to -124) | +0.03 (-0.10 to +0.16) | -3.5 (-6.6 to -0.3) | -0.1 (-0.5 to +0.3) |
| Replace press brake B3 | Works | +0.6 (+0.2 to +0.9) | -26 (-40 to -13) | -97 (-157 to -36) | -0.48 (-0.58 to -0.37) | -11.0 (-13.7 to -8.3) | -3.3 (-3.7 to -2.9) |
| Automated sheet tower (L2) | No effect | +0.3 (-0.0 to +0.6) | -10 (-23 to +2) | -30 (-91 to +30) | -0.04 (-0.14 to +0.06) | -4.7 (-6.9 to -2.5) | -0.1 (-0.4 to +0.3) |
| New robotic bending cell | Works | +0.8 (+0.5 to +1.2) | -35 (-50 to -20) | -108 (-171 to -46) | -0.92 (-1.01 to -0.84) | -20.3 (-22.8 to -17.8) | -10.5 (-10.8 to -10.1) |
| Operating package | Works | +0.4 (+0.1 to +0.8) | -21 (-35 to -8) | -84 (-147 to -21) | -0.57 (-0.65 to -0.49) | -13.0 (-15.1 to -10.9) | -3.4 (-3.8 to -3.1) |
| Package + B3 replacement | Works | +0.6 (+0.3 to +0.9) | -28 (-39 to -16) | -95 (-154 to -35) | -0.74 (-0.84 to -0.65) | -17.1 (-19.5 to -14.6) | -6.1 (-6.5 to -5.7) |
| Package + sheet tower | Works | +0.5 (+0.2 to +0.9) | -23 (-37 to -10) | -78 (-139 to -18) | -0.61 (-0.70 to -0.51) | -17.4 (-20.0 to -14.9) | -3.6 (-4.0 to -3.2) |
| Package + robotic bending cell | Works | +0.9 (+0.5 to +1.2) | -35 (-47 to -22) | -99 (-160 to -39) | -1.03 (-1.12 to -0.94) | -23.1 (-25.4 to -20.7) | -14.1 (-14.5 to -13.7) |
| Package + earliest due date | Works | +0.3 (-0.0 to +0.7) | -16 (-29 to -3) | -30 (-93 to +34) | -0.61 (-0.70 to -0.52) | -16.9 (-19.3 to -14.4) | -3.4 (-3.8 to -3.1) |
Further outcomes
| Scenario | Median lead time (days) | 90th-percentile lead time (days) | Queue per operation, all work centers (days) | Robotic weld utilization (points) | Laser utilization (points) | Jobs shipped |
|---|---|---|---|---|---|---|
| WIP cap: 240 jobs | +0.13 (-0.07 to +0.34) | +0.45 (+0.08 to +0.81) | +0.01 (-0.01 to +0.04) | +1.4 (+0.4 to +2.4) | -0.3 (-0.7 to +0.1) | +24 (+6 to +42) |
| WIP cap: 210 jobs | +0.43 (+0.19 to +0.68) | +0.70 (+0.25 to +1.15) | -0.01 (-0.04 to +0.01) | +1.5 (+0.5 to +2.6) | -0.6 (-1.0 to -0.2) | +41 (+24 to +57) |
| WIP cap: 180 jobs | +2.43 (+2.03 to +2.84) | +2.66 (+2.09 to +3.24) | -0.09 (-0.11 to -0.07) | +0.4 (-0.5 to +1.2) | -0.4 (-0.8 to +0.0) | +41 (+24 to +58) |
| Brake constraint-paced release | +0.07 (-0.16 to +0.30) | +0.31 (-0.03 to +0.66) | +0.02 (-0.01 to +0.05) | +0.6 (-0.5 to +1.7) | -0.6 (-1.1 to -0.2) | +16 (-1 to +34) |
| Earliest due date | -0.63 (-0.85 to -0.41) | -0.20 (-0.54 to +0.14) | -0.07 (-0.09 to -0.05) | -0.4 (-1.6 to +0.8) | -0.0 (-0.4 to +0.3) | +6 (-8 to +21) |
| Due-date ratio | +0.70 (+0.49 to +0.91) | +1.97 (+1.52 to +2.41) | +0.18 (+0.15 to +0.21) | -0.0 (-1.1 to +1.0) | -0.1 (-0.5 to +0.2) | -13 (-28 to +3) |
| Shortest processing time at the brakes | -0.40 (-0.58 to -0.22) | -0.29 (-0.71 to +0.13) | -0.05 (-0.08 to -0.02) | +1.4 (+0.2 to +2.6) | -0.3 (-0.7 to +0.1) | +14 (-1 to +30) |
| Prioritize light work at B1 and B2 | -0.07 (-0.23 to +0.09) | +0.00 (-0.30 to +0.30) | +0.01 (-0.02 to +0.03) | +0.6 (-0.3 to +1.5) | -0.1 (-0.5 to +0.3) | +4 (-12 to +20) |
| Third color day for black | +0.03 (-0.17 to +0.23) | +0.13 (-0.20 to +0.47) | +0.01 (-0.01 to +0.04) | -0.3 (-1.2 to +0.6) | -0.1 (-0.5 to +0.3) | +9 (-5 to +23) |
| Brake setup program | -0.40 (-0.60 to -0.20) | -0.90 (-1.23 to -0.57) | -0.08 (-0.11 to -0.06) | -0.0 (-1.0 to +1.0) | -0.0 (-0.4 to +0.3) | -55 (-65 to -46) |
| Add'l Saturdays (one brake) | -0.13 (-0.29 to +0.02) | -0.20 (-0.56 to +0.17) | -0.01 (-0.04 to +0.01) | -0.3 (-1.4 to +0.9) | -0.1 (-0.5 to +0.3) | -4 (-20 to +12) |
| Add'l Saturdays (both brakes) | -0.23 (-0.41 to -0.05) | -0.65 (-0.95 to -0.35) | -0.05 (-0.07 to -0.03) | +0.6 (-0.5 to +1.8) | -0.3 (-0.6 to +0.1) | -47 (-60 to -34) |
| Second shift: robotic weld | -0.10 (-0.24 to +0.04) | -0.30 (-0.67 to +0.06) | -0.03 (-0.06 to +0.00) | -42.0 (-43.0 to -41.1) | -0.3 (-0.7 to +0.2) | +5 (-12 to +21) |
| Replace press brake B3 | -0.57 (-0.75 to -0.39) | -1.03 (-1.31 to -0.76) | -0.09 (-0.12 to -0.07) | -0.1 (-1.2 to +1.0) | -0.0 (-0.3 to +0.3) | -58 (-72 to -44) |
| Automated sheet tower (L2) | -0.20 (-0.35 to -0.05) | -0.30 (-0.57 to -0.03) | -0.05 (-0.07 to -0.03) | -0.2 (-1.4 to +0.9) | -9.9 (-10.3 to -9.6) | +2 (-16 to +19) |
| New robotic bending cell | -1.17 (-1.30 to -1.03) | -1.57 (-1.87 to -1.26) | -0.18 (-0.20 to -0.16) | +0.8 (-0.2 to +1.7) | -0.1 (-0.4 to +0.2) | -31 (-42 to -20) |
| Operating package | -0.67 (-0.86 to -0.47) | -1.23 (-1.51 to -0.95) | -0.11 (-0.13 to -0.09) | +0.4 (-0.7 to +1.4) | -0.3 (-0.7 to +0.0) | -51 (-62 to -39) |
| Package + B3 replacement | -1.17 (-1.30 to -1.03) | -1.43 (-1.69 to -1.17) | -0.14 (-0.16 to -0.12) | +0.1 (-1.1 to +1.2) | -0.4 (-0.7 to +0.0) | -38 (-50 to -26) |
| Package + sheet tower | -1.13 (-1.29 to -0.98) | -1.38 (-1.68 to -1.09) | -0.15 (-0.17 to -0.13) | +0.9 (+0.1 to +1.8) | -9.6 (-9.9 to -9.2) | -44 (-54 to -33) |
| Package + robotic bending cell | -1.17 (-1.30 to -1.03) | -2.02 (-2.29 to -1.75) | -0.20 (-0.22 to -0.18) | +0.9 (-0.0 to +1.9) | -0.3 (-0.7 to +0.2) | -27 (-39 to -14) |
| Package + earliest due date | -1.17 (-1.30 to -1.03) | -1.20 (-1.46 to -0.94) | -0.14 (-0.16 to -0.12) | +0.3 (-1.1 to +1.6) | -0.1 (-0.5 to +0.2) | -42 (-54 to -30) |
Table 6. Jobs waiting at the lasers with and without the laser tower, weeks of November 4 to December 9, 2024
| Week of | Jobs waiting at the lasers at the end of the day, current practice | With the tower on L2 |
|---|---|---|
| November 4, 2024 | 14 | 12 |
| November 11, 2024 | 62 | 49 |
| November 18, 2024 | 75 | 38 |
| November 25, 2024 | 93 | 51 |
| December 2, 2024 | 111 | 37 |
| December 9, 2024 | 98 | 20 |
Table 7. Measures behind the return, 2025
| Scenario | Constraint hours freed | Saturday shifts called | Extended hours scheduled | Overtime operator hours | Weld second-shift hours | Robotic cell hours | B3 setup hours saved | Brake setup hours saved | Manual brake hours displaced | Mean WIP (jobs) | Mean WIP (standard hours worked) | Jobs shipped | Revenue shipped | Customers at or above 90% on time, of 41 (their revenue) | At or above 95% (their revenue) | Weekend hours per brake operator, November to February |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Current practice | 14.1 | 113 | 173 | 0 | 0 | 238 | 816 | 5,149 | $24.36M | 2 ($0.48M) | 0 ($0.00M) | 3.9 | ||||
| Brake setup program | 593 | 11.6 | 59 | 110 | 0 | 0 | 151 | 586 | 593 | 220 | 788 | 5,153 | $24.35M | 6 ($1.49M) | 0 ($0.00M) | 3.2 |
| Add'l Saturdays (both brakes) | 0 | 19.0 | 55 | 314 | 0 | 0 | 15 | -37 | -12 | 223 | 791 | 5,154 | $24.37M | 4 ($1.02M) | 0 ($0.00M) | 26.7 |
| Second shift: robotic weld | 0 | 14.1 | 108 | 168 | 1,992 | 0 | 1 | 6 | 12 | 236 | 789 | 5,148 | $24.36M | 2 ($0.48M) | 0 ($0.00M) | 3.8 |
| Replace press brake B3 | 554 | 10.8 | 57 | 100 | 0 | 0 | 417 | 552 | 554 | 220 | 780 | 5,154 | $24.36M | 7 ($1.66M) | 0 ($0.00M) | 2.8 |
| New robotic bending cell | 2,011 | 6.2 | 0 | 28 | 0 | 2,360 | 72 | -311 | 2,011 | 192 | 741 | 5,152 | $24.38M | 16 ($8.35M) | 2 ($0.41M) | 0.8 |
| Operating package | 566 | 19.3 | 10 | 266 | 0 | 0 | 148 | 546 | 566 | 205 | 761 | 5,159 | $24.38M | 10 ($3.53M) | 0 ($0.00M) | 26.7 |
| Tool changer, on top of the package | 491 | 20.1 | 3 | 267 | 0 | 0 | 384 | 490 | 491 | 198 | 751 | 5,158 | $24.41M | 15 ($8.14M) | 2 ($0.39M) | 26.7 |
| Laser tower, on top of the package | 0 | 19.6 | 40 | 301 | 0 | 0 | 12 | 7 | 35 | 200 | 775 | 5,158 | $24.37M | 12 ($3.85M) | 2 ($0.18M) | 26.7 |
| Robotic cell, on top of the package | 1,966 | 19.7 | 0 | 258 | 0 | 2,193 | 91 | -204 | 1,966 | 188 | 732 | 5,148 | $24.38M | 17 ($11.54M) | 3 ($0.50M) | 26.7 |
Constraint hours freed are the manual brake machine hours of the reference less the scenario's, counted for the changes that take brake hours off the work. The 41 customers make up 80% of 2025 revenue. Weekend hours are Saturday brake hours crewed from November 2024 to February 2025 over the 9 brake operators.
Table 8. Cost and return, every scenario that works, 2025 and an ordinary year
2025
| Change | Measured against | One-time cost | Added cost a year | Overtime avoided a year | Throughput value a year (assumption: 50% sold at 40% margin) | Net a year | Payback | NPV (95% interval) | Break-even share sold (hours a year) |
|---|---|---|---|---|---|---|---|---|---|
| Brake setup program | Current practice | $60,000 | $10,053 | $3,633 | $178,086 | $171,666 | 0.3 years | $0.78M ($0.70M to $0.85M) | 5% (31 hours) |
| Add'l Saturdays (both brakes) | Current practice | $0 | $8,071 | $0 | $0 | -$8,071 | none | -$0.04M (-$0.04M to -$0.03M) | no hours freed |
| Second shift: robotic weld | Current practice | $0 | $84,041 | $1,041 | $0 | -$83,000 | none | -$0.40M (-$0.41M to -$0.40M) | no hours freed |
| Replace press brake B3 | Current practice | $735,000 | $18,023 | $4,157 | $166,333 | $152,467 | 4.8 years | $0.01M (-$0.06M to $0.07M) | 50% (275 hours) |
| New robotic bending cell | Current practice | $1,030,000 | $69,837 | $8,238 | $603,703 | $542,105 | 1.9 years | $1.61M ($1.54M to $1.68M) | 23% (455 hours) |
| Operating package | Current practice | $60,000 | $15,350 | $0 | $169,882 | $154,532 | 0.4 years | $0.69M ($0.63M to $0.76M) | 8% (46 hours) |
| Tool changer, on top of the package | Operating package | $735,000 | $18,426 | $410 | $147,405 | $129,389 | 5.7 years | -$0.11M (-$0.17M to -$0.04M) | 57% (281 hours) |
| Laser tower, on top of the package | Operating package | $460,000 | $10,961 | $0 | $0 | -$10,961 | none | -$0.51M (-$0.52M to -$0.51M) | no hours freed |
| Robotic cell, on top of the package | Operating package | $1,030,000 | $66,898 | $684 | $590,168 | $523,954 | 2.0 years | $1.52M ($1.45M to $1.59M) | 24% (463 hours) |
2025, the parts of the added cost and the result without the throughput value
| Change | Upkeep a year | Weld second-shift labor | Robotic cell operator | Overtime added | Constraint hours freed | Net a year without throughput value | NPV without throughput value |
|---|---|---|---|---|---|---|---|
| Brake setup program | $10,000 | $0 | $0 | $53 | 593 | -$6,420 | -$0.09M |
| Add'l Saturdays (both brakes) | $0 | $0 | $0 | $8,071 | 0 | -$8,071 | -$0.04M |
| Second shift: robotic weld | $0 | $83,266 | $0 | $775 | 0 | -$83,000 | -$0.40M |
| Replace press brake B3 | $18,000 | $0 | $0 | $23 | 554 | -$13,866 | -$0.80M |
| New robotic bending cell | $25,000 | $0 | $44,837 | $0 | 2,011 | -$61,598 | -$1.33M |
| Operating package | $10,000 | $0 | $0 | $5,350 | 566 | -$15,350 | -$0.13M |
| Tool changer, on top of the package | $18,000 | $0 | $0 | $426 | 491 | -$18,015 | -$0.82M |
| Laser tower, on top of the package | $9,000 | $0 | $0 | $1,961 | 0 | -$10,961 | -$0.51M |
| Robotic cell, on top of the package | $25,000 | $0 | $41,670 | $228 | 1,966 | -$66,214 | -$1.35M |
An ordinary year (the second half of the year, twice)
| Change | Measured against | One-time cost | Added cost a year | Overtime avoided a year | Throughput value a year (assumption: 50% sold at 40% margin) | Net a year | Payback | NPV (95% interval) | Break-even share sold (hours a year) |
|---|---|---|---|---|---|---|---|---|---|
| Brake setup program | Current practice | $60,000 | $10,593 | $1,079 | $152,581 | $143,067 | 0.4 years | $0.64M ($0.55M to $0.73M) | 7% (36 hours) |
| Add'l Saturdays (both brakes) | Current practice | $0 | $9,804 | $0 | $0 | -$9,804 | none | -$0.05M (-$0.05M to -$0.04M) | no hours freed |
| Second shift: robotic weld | Current practice | $0 | $82,931 | $578 | $0 | -$82,354 | none | -$0.40M (-$0.41M to -$0.40M) | no hours freed |
| Replace press brake B3 | Current practice | $735,000 | $18,547 | $1,110 | $150,385 | $132,947 | 5.5 years | -$0.09M (-$0.18M to $0.00M) | 56% (280 hours) |
| New robotic bending cell | Current practice | $1,030,000 | $69,563 | $912 | $504,550 | $435,899 | 2.4 years | $1.09M ($1.00M to $1.19M) | 28% (467 hours) |
| Operating package | Current practice | $60,000 | $20,093 | $0 | $93,511 | $73,418 | 0.8 years | $0.30M ($0.21M to $0.39M) | 17% (54 hours) |
| Tool changer, on top of the package | Operating package | $735,000 | $18,547 | $426 | $132,431 | $114,309 | 6.4 years | -$0.18M (-$0.25M to -$0.10M) | 64% (282 hours) |
| Laser tower, on top of the package | Operating package | $460,000 | $9,562 | $334 | $0 | -$9,228 | none | -$0.50M (-$0.51M to -$0.50M) | no hours freed |
| Robotic cell, on top of the package | Operating package | $1,030,000 | $66,409 | $395 | $559,008 | $492,994 | 2.1 years | $1.37M ($1.27M to $1.47M) | 25% (462 hours) |
Capital options on top of the package are measured against the package. Earliest due date and planned Saturdays as crewed today carry no cost line of their own beyond overtime and are in the results tables.
Table 9. On-time delivery by customer, 2025: the customers making up 80% of revenue
| Customer | Revenue shipped, 2025 | Current practice | Operating package | Second shift: robotic weld | Tool changer, on top of the package | Robotic cell, on top of the package |
|---|---|---|---|---|---|---|
| Lakeside Conveyor Co. | $3.75M | 82.8% | 89.8% | 82.9% | 91.2% | 92.4% |
| Clearwater Signal Inc. | $3.19M | 79.8% | 88.2% | 80.2% | 89.0% | 90.5% |
| Horizon Trailer Co. | $1.68M | 83.1% | 90.3% | 83.7% | 91.2% | 92.8% |
| Heritage Vehicle Systems Inc. | $1.06M | 73.2% | 85.2% | 73.1% | 86.6% | 86.7% |
| Cedar Controls LLC | $1.06M | 76.3% | 82.4% | 81.8% | 83.7% | 84.6% |
| Sterling Health Systems Inc. | $0.89M | 75.2% | 82.6% | 77.4% | 83.2% | 84.8% |
| Harbor Medical Ltd. | $0.78M | 80.4% | 87.3% | 81.0% | 88.1% | 89.4% |
| Westbrook Networks Co. | $0.58M | 76.4% | 86.1% | 75.4% | 87.6% | 88.9% |
| Summit Medical LLC | $0.44M | 71.9% | 83.4% | 72.8% | 84.3% | 86.2% |
| Northfield Electric Ltd. | $0.38M | 87.6% | 93.7% | 88.6% | 93.2% | 93.6% |
| Sterling Farm Systems Co. | $0.37M | 81.7% | 89.0% | 83.1% | 90.7% | 91.2% |
| Liberty Signal LLC | $0.32M | 77.0% | 85.9% | 77.1% | 85.7% | 87.2% |
| Crestview Comfort Systems Corp. | $0.31M | 90.5% | 93.3% | 91.4% | 95.2% | 95.1% |
| Lincoln Networks Ltd. | $0.28M | 88.7% | 90.7% | 89.6% | 92.7% | 93.0% |
| Sterling Comfort Systems LLC | $0.27M | 78.4% | 84.1% | 78.2% | 85.8% | 82.5% |
| Pioneer Switchgear Ltd. | $0.26M | 85.4% | 92.3% | 85.2% | 93.1% | 93.3% |
| Pinnacle Transit Products Ltd. | $0.26M | 73.6% | 83.1% | 73.2% | 86.0% | 89.4% |
| Pinnacle Switchgear LLC | $0.24M | 87.4% | 90.4% | 86.7% | 91.4% | 90.6% |
| Clearwater Electric LLC | $0.24M | 78.7% | 86.2% | 80.7% | 88.1% | 89.5% |
| Union Climate Products Corp. | $0.23M | 74.7% | 83.3% | 76.6% | 85.2% | 86.9% |
| Keystone Machine Works Ltd. | $0.21M | 72.3% | 79.9% | 75.8% | 78.5% | 78.1% |
| Hillcrest Grain Systems Corp. | $0.21M | 84.0% | 89.0% | 83.8% | 89.7% | 92.1% |
| Highland Electrical Products Inc. | $0.19M | 74.2% | 83.4% | 75.7% | 85.7% | 87.7% |
| Highland Implements Corp. | $0.19M | 73.3% | 86.2% | 74.1% | 86.9% | 86.4% |
| Sterling Electrical Products Inc. | $0.17M | 91.0% | 89.2% | 94.8% | 91.0% | 93.2% |
| Heritage Medical Inc. | $0.16M | 82.9% | 89.6% | 83.4% | 90.9% | 92.2% |
| Hillcrest Surgical Products Inc. | $0.15M | 81.2% | 90.0% | 82.8% | 91.2% | 91.7% |
| Riverside Climate Products Inc. | $0.15M | 81.3% | 86.7% | 84.6% | 88.2% | 86.8% |
| Granite Comfort Systems Corp. | $0.15M | 84.2% | 88.8% | 83.6% | 87.4% | 87.6% |
| Pioneer Medical Co. | $0.14M | 76.0% | 86.0% | 74.8% | 86.6% | 89.3% |
| Delta Controls LLC | $0.13M | 65.1% | 76.8% | 71.6% | 77.8% | 77.8% |
| Hillcrest Ag Equipment Inc. | $0.12M | 81.3% | 84.4% | 81.8% | 85.1% | 88.7% |
| Oakmont Implements Inc. | $0.11M | 70.4% | 86.8% | 72.2% | 87.3% | 86.2% |
| Horizon Climate Products Corp. | $0.10M | 50.8% | 93.3% | 61.7% | 90.8% | 89.2% |
| Westbrook Comfort Systems LLC | $0.10M | 63.1% | 73.2% | 64.8% | 79.2% | 95.2% |
| Beacon Electrical Products LLC | $0.10M | 86.6% | 92.8% | 85.8% | 91.8% | 93.2% |
| Heritage Switchgear Inc. | $0.09M | 70.3% | 83.7% | 71.0% | 83.8% | 85.8% |
| Pinnacle Transit Products Inc. | $0.09M | 30.8% | 54.2% | 33.3% | 55.0% | 68.3% |
| Ridgeline Data Systems Co. | $0.09M | 87.1% | 93.2% | 88.2% | 93.5% | 93.3% |
| Keystone Machine Works Inc. | $0.08M | 52.8% | 64.6% | 51.7% | 64.8% | 70.0% |
| Northfield Ventilation Inc. | $0.08M | 54.7% | 93.3% | 54.7% | 96.7% | 97.3% |
Table 10. The model under current practice against measured 2025, with the tolerances set before the model was run
| Period | Measure | Measured | Model (95% interval) | Difference | Tolerance | Result |
|---|---|---|---|---|---|---|
| 2025 | Median lead time (days) | 11.21 | 11.07 (10.89 to 11.26) | -1.2% | within 10% | within |
| 2025 | Mean floor WIP (jobs) | 238.19 | 238.29 (235.74 to 240.84) | +0.0% | within 10% | within |
| 2025 | Brake utilization | 0.906 | 0.913 (0.911 to 0.915) | +0.7 points | within 3 points | within |
| 2025 | Robotic weld utilization | 0.818 | 0.831 (0.824 to 0.837) | +1.2 points | within 3 points | within |
| 2025 | On-time delivery | 80.8% | 80.2% (79.4% to 80.9%) | -0.6 points | within 3 points | within |
| 2025 | 90th-percentile lead time (days) | 23.21 | 23.34 (23.06 to 23.62) | +0.6% | reported | |
| 2025 | Jobs shipped | 5,129 | 5,149 (5,142 to 5,156) | +0.4% | reported | |
| Q2-Q4 | Median lead time (days) | 9.21 | 9.37 (9.24 to 9.51) | +1.8% | within 10% | within |
| Q2-Q4 | Mean floor WIP (jobs) | 202.44 | 202.05 (199.81 to 204.30) | -0.2% | within 10% | within |
| Q2-Q4 | Brake utilization | 0.902 | 0.910 (0.907 to 0.913) | +0.8 points | within 3 points | within |
| Q2-Q4 | Robotic weld utilization | 0.827 | 0.842 (0.834 to 0.850) | +1.5 points | within 3 points | within |
| Q2-Q4 | On-time delivery | 91.3% | 90.3% (90.1% to 90.6%) | -1.0 points | within 3 points | within |
| Q2-Q4 | 90th-percentile lead time (days) | 17.21 | 17.47 (17.23 to 17.72) | +1.5% | reported | |
| Q2-Q4 | Jobs shipped | 3,734 | 3,771 (3,760 to 3,782) | +1.0% | reported |
Table 11. The model against the shop: work centers, lead-time percentiles, quarters shipped and the weeks of the year-end build
Work centers, 2025
| Work center | Utilization, measured | Utilization, model | Difference (points) | Queue per operation, measured (days) | Queue per operation, model | Difference |
|---|---|---|---|---|---|---|
| Press brake | 0.906 | 0.913 | +0.7 | 3.06 | 3.02 | -1% |
| Robotic weld | 0.818 | 0.831 | +1.2 | 2.87 | 2.81 | -2% |
| Manual weld | 0.652 | 0.662 | +1.0 | 0.87 | 0.82 | -5% |
| Grind and deburr | 0.666 | 0.674 | +0.8 | 0.88 | 0.82 | -6% |
| Hardware | 0.653 | 0.661 | +0.9 | 0.82 | 0.86 | +4% |
| Assembly | 0.677 | 0.673 | -0.5 | 1.63 | 1.50 | -8% |
| Inspection and pack | 0.670 | 0.673 | +0.3 | 0.69 | 0.67 | -3% |
| Powder coat | 0.556 | 0.579 | +2.3 | 1.57 | 1.67 | +6% |
| Laser (first operation) | 0.749 | 0.755 | +0.6 | 1.39 | 1.71 | +23% |
| Punch (first operation) | 0.665 | 0.663 | -0.3 | 1.06 | 0.64 | -39% |
Lead time of jobs shipped
| Period | Percentile | Measured (days) | Model | Difference |
|---|---|---|---|---|
| 2025 | 10th | 4.2 | 4.8 | +13.5% |
| 2025 | 25th | 7.2 | 7.2 | -0.5% |
| 2025 | 50th | 11.2 | 11.1 | -1.2% |
| 2025 | 75th | 17.2 | 16.8 | -2.1% |
| 2025 | 90th | 23.2 | 23.3 | +0.6% |
| 2025 | 95th | 28.2 | 28.0 | -0.7% |
| Q2-Q4 | 10th | 4.2 | 4.2 | +0.8% |
| Q2-Q4 | 25th | 6.2 | 6.3 | +1.6% |
| Q2-Q4 | 50th | 9.2 | 9.4 | +1.8% |
| Q2-Q4 | 75th | 13.2 | 13.2 | +0.3% |
| Q2-Q4 | 90th | 17.2 | 17.5 | +1.5% |
| Q2-Q4 | 95th | 20.2 | 20.2 | +0.2% |
By quarter shipped
| Quarter shipped | Jobs shipped, measured | Jobs shipped, model | On time, measured | On time, model | Difference (points) | Median lead time, measured | Median lead time, model |
|---|---|---|---|---|---|---|---|
| 2024 Q3 | 1,060 | 1,040 | 92.4% | 90.3% | -2.0 | 8.2 | 8.8 |
| 2024 Q4 | 1,171 | 1,218 | 87.9% | 84.3% | -3.5 | 9.2 | 10.9 |
| 2025 Q1 | 1,395 | 1,378 | 52.4% | 52.2% | -0.2 | 19.2 | 19.1 |
| 2025 Q2 | 1,315 | 1,326 | 93.8% | 91.5% | -2.3 | 9.2 | 9.5 |
| 2025 Q3 | 1,186 | 1,184 | 90.1% | 88.9% | -1.1 | 9.2 | 9.1 |
| 2025 Q4 | 1,233 | 1,261 | 89.9% | 90.4% | +0.5 | 9.2 | 9.4 |
By week, October 2024 to June 2025
| Week of | Jobs released | Jobs shipped | Floor WIP | Brake queue per operation (days) | Laser utilization | Brake utilization | Brake hours worked | of which Saturday | Saturday shifts called | Extended hours scheduled | ||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Measured | Model | Measured | Model | Measured | Model | Measured | Model | Measured | Model | Measured | Model | Measured | Model | Measured | Model | Measured | Model | Measured | Model | |
| 2024-09-30 | 97 | 97 | 115 | 102 | 205 | 246 | 2.16 | 2.71 | 0.54 | 0.73 | 0.92 | 0.96 | 322 | 341 | 0 | 0 | 0 | 0.1 | 0 | 0.0 |
| 2024-10-07 | 105 | 105 | 113 | 116 | 191 | 245 | 0.41 | 2.36 | 0.71 | 0.74 | 0.90 | 0.96 | 311 | 331 | 0 | 0 | 0 | 0.0 | 0 | 0.0 |
| 2024-10-14 | 96 | 96 | 98 | 116 | 186 | 226 | 0.54 | 2.32 | 0.81 | 0.75 | 0.92 | 0.95 | 330 | 342 | 0 | 0 | 0 | 0.1 | 0 | 0.0 |
| 2024-10-21 | 94 | 94 | 102 | 117 | 184 | 202 | 0.75 | 1.71 | 0.58 | 0.60 | 0.93 | 0.95 | 328 | 334 | 0 | 0 | 0 | 0.1 | 0 | 0.0 |
| 2024-10-28 | 105 | 105 | 110 | 106 | 175 | 191 | 0.59 | 1.27 | 0.74 | 0.70 | 0.95 | 0.93 | 337 | 335 | 0 | 0 | 0 | 0.2 | 0 | 0.0 |
| 2024-11-04 | 109 | 109 | 108 | 108 | 160 | 185 | 0.32 | 1.03 | 0.75 | 0.81 | 0.87 | 0.91 | 304 | 323 | 0 | 1 | 0 | 0.2 | 0 | 0.0 |
| 2024-11-11 | 125 | 125 | 91 | 100 | 198 | 213 | 0.33 | 0.84 | 0.97 | 0.91 | 0.82 | 0.89 | 300 | 315 | 16 | 1 | 1 | 0.2 | 0 | 0.0 |
| 2024-11-18 | 122 | 122 | 73 | 75 | 244 | 250 | 1.28 | 1.12 | 0.95 | 0.91 | 0.91 | 0.96 | 322 | 339 | 0 | 0 | 0 | 0.0 | 0 | 0.0 |
| 2024-11-25 | 102 | 102 | 37 | 46 | 298 | 300 | 2.32 | 2.09 | 0.84 | 0.91 | 0.93 | 0.88 | 199 | 189 | 0 | 0 | 0 | 0.0 | 0 | 0.0 |
| 2024-12-02 | 125 | 125 | 103 | 91 | 339 | 346 | 2.86 | 2.57 | 0.79 | 0.91 | 0.97 | 0.96 | 335 | 335 | 0 | 0 | 0 | 0.1 | 0 | 0.3 |
| 2024-12-09 | 140 | 140 | 126 | 125 | 362 | 374 | 3.07 | 2.84 | 0.95 | 0.91 | 0.94 | 0.94 | 349 | 344 | 3 | 2 | 1 | 0.7 | 0 | 2.3 |
| 2024-12-16 | 148 | 148 | 94 | 106 | 391 | 392 | 4.24 | 4.76 | 0.96 | 0.91 | 0.95 | 0.95 | 336 | 343 | 0 | 1 | 0 | 0.3 | 0 | 1.5 |
| 2024-12-23 | 81 | 81 | 17 | 27 | 466 | 460 | 4.45 | 4.70 | 1.00 | 0.91 | 0.82 | 0.88 | 70 | 62 | 0 | 0 | 1 | 0.0 | 0 | 0.3 |
| 2024-12-30 | 11 | 11 | 45 | 40 | 442 | 436 | 4.11 | 4.46 | 0.99 | 0.91 | 0.88 | 0.85 | 145 | 128 | 8 | 1 | 1 | 0.3 | 4 | 0.9 |
| 2025-01-06 | 77 | 77 | 108 | 104 | 420 | 413 | 5.18 | 5.25 | 0.86 | 0.91 | 0.90 | 0.93 | 319 | 336 | 0 | 4 | 0 | 0.8 | 12 | 3.1 |
| 2025-01-13 | 80 | 80 | 140 | 131 | 377 | 379 | 5.38 | 4.58 | 1.00 | 0.91 | 0.81 | 0.93 | 310 | 344 | 8 | 3 | 1 | 0.8 | 16 | 7.5 |
| 2025-01-20 | 90 | 90 | 75 | 96 | 363 | 354 | 6.62 | 5.97 | 0.84 | 0.89 | 0.93 | 0.92 | 351 | 347 | 0 | 3 | 1 | 0.9 | 8 | 10.0 |
| 2025-01-27 | 93 | 93 | 99 | 90 | 367 | 353 | 9.28 | 8.30 | 0.43 | 0.64 | 0.96 | 0.92 | 362 | 350 | 0 | 3 | 0 | 0.7 | 20 | 10.8 |
| 2025-02-03 | 97 | 97 | 111 | 109 | 350 | 348 | 8.45 | 7.34 | 0.83 | 0.81 | 0.96 | 0.92 | 349 | 339 | 8 | 3 | 1 | 0.8 | 4 | 10.5 |
| 2025-02-10 | 103 | 103 | 127 | 116 | 337 | 340 | 9.36 | 9.18 | 0.65 | 0.73 | 0.91 | 0.92 | 353 | 347 | 0 | 2 | 1 | 0.7 | 16 | 11.6 |
| 2025-02-17 | 110 | 110 | 115 | 103 | 327 | 338 | 8.35 | 8.73 | 0.77 | 0.78 | 0.92 | 0.92 | 345 | 343 | 8 | 3 | 1 | 0.9 | 8 | 9.9 |
| 2025-02-24 | 102 | 102 | 105 | 111 | 314 | 330 | 7.95 | 7.90 | 0.80 | 0.69 | 0.95 | 0.92 | 364 | 346 | 7 | 3 | 1 | 0.8 | 12 | 9.7 |
| 2025-03-03 | 94 | 94 | 102 | 117 | 313 | 318 | 8.76 | 9.32 | 0.60 | 0.61 | 0.89 | 0.91 | 325 | 344 | 0 | 3 | 1 | 0.9 | 0 | 11.3 |
| 2025-03-10 | 91 | 91 | 108 | 115 | 298 | 294 | 8.59 | 8.96 | 0.77 | 0.77 | 0.94 | 0.92 | 355 | 349 | 0 | 3 | 1 | 0.8 | 8 | 10.1 |
| 2025-03-17 | 89 | 89 | 110 | 104 | 279 | 274 | 6.05 | 7.66 | 0.79 | 0.72 | 0.93 | 0.93 | 328 | 345 | 0 | 2 | 0 | 0.6 | 0 | 8.4 |
| 2025-03-24 | 93 | 93 | 138 | 115 | 226 | 245 | 5.12 | 6.22 | 0.57 | 0.54 | 0.97 | 0.95 | 343 | 343 | 0 | 1 | 0 | 0.2 | 0 | 2.8 |
| 2025-03-31 | 86 | 86 | 116 | 120 | 210 | 220 | 2.93 | 3.29 | 0.78 | 0.75 | 0.95 | 0.95 | 326 | 328 | 0 | 0 | 0 | 0.2 | 0 | 0.3 |
| 2025-04-07 | 105 | 105 | 96 | 108 | 191 | 206 | 1.85 | 2.36 | 0.62 | 0.75 | 0.92 | 0.95 | 319 | 331 | 0 | 0 | 0 | 0.1 | 0 | 0.0 |
| 2025-04-14 | 90 | 90 | 98 | 103 | 204 | 201 | 2.62 | 2.13 | 0.81 | 0.74 | 0.99 | 0.96 | 350 | 340 | 0 | 0 | 0 | 0.1 | 0 | 0.0 |
| 2025-04-21 | 84 | 84 | 111 | 107 | 175 | 177 | 1.56 | 1.87 | 0.58 | 0.61 | 0.89 | 0.91 | 313 | 322 | 0 | 0 | 0 | 0.2 | 0 | 0.0 |
| 2025-04-28 | 122 | 122 | 103 | 94 | 184 | 190 | 1.06 | 1.00 | 0.91 | 0.84 | 0.96 | 0.93 | 330 | 324 | 0 | 0 | 0 | 0.2 | 0 | 0.0 |
| 2025-05-05 | 113 | 113 | 76 | 94 | 201 | 209 | 1.45 | 1.11 | 0.81 | 0.81 | 0.94 | 0.96 | 331 | 336 | 0 | 0 | 0 | 0.0 | 0 | 0.0 |
| 2025-05-12 | 93 | 93 | 103 | 107 | 219 | 212 | 2.74 | 1.60 | 0.71 | 0.76 | 0.99 | 0.96 | 342 | 333 | 0 | 0 | 0 | 0.1 | 0 | 0.0 |
| 2025-05-19 | 120 | 120 | 113 | 111 | 214 | 208 | 2.33 | 1.56 | 0.78 | 0.76 | 0.96 | 0.95 | 342 | 329 | 1 | 0 | 1 | 0.2 | 0 | 0.0 |
| 2025-05-26 | 58 | 58 | 82 | 76 | 201 | 199 | 1.82 | 1.72 | 0.66 | 0.72 | 0.99 | 0.87 | 274 | 244 | 0 | 1 | 0 | 0.2 | 0 | 0.0 |
| 2025-06-02 | 90 | 90 | 124 | 120 | 185 | 182 | 0.47 | 1.32 | 0.41 | 0.43 | 0.84 | 0.89 | 310 | 317 | 0 | 0 | 1 | 0.0 | 0 | 0.0 |
| 2025-06-09 | 106 | 106 | 105 | 106 | 162 | 164 | 0.35 | 0.42 | 0.56 | 0.57 | 0.65 | 0.74 | 227 | 262 | 0 | 0 | 0 | 0.2 | 0 | 0.0 |
| 2025-06-16 | 113 | 113 | 109 | 96 | 163 | 176 | 0.40 | 0.31 | 0.92 | 0.82 | 0.69 | 0.79 | 247 | 287 | 0 | 1 | 0 | 0.3 | 0 | 0.0 |
| 2025-06-23 | 97 | 97 | 65 | 94 | 171 | 175 | 0.87 | 0.72 | 0.76 | 0.74 | 0.96 | 0.93 | 341 | 333 | 0 | 0 | 0 | 0.1 | 0 | 0.0 |
Queue is working days from the end of the previous operation to the start; for the lasers and the punch, the first-operation queue. The powder coat queue includes the wait for the color day. The record does not separate extended-shift brake hours from weekday hours.