Reporting and shop performance
Where cars actually get stuck.
Every shop owner has a theory about where the week goes. The board already holds the answer, because every card carries the time it spent in every column.
Measured from work, not from a form somebody filled in.
The numbers come from card movements that happened anyway. Nobody clocks in against a job, nobody fills in a stage log at the end of the day, and there is no second system to keep honest — which is the only version of shop reporting that survives a busy month.
Cycle time, end to end
How long a job takes from the day it arrives to the day it leaves, per job and averaged. The number the whole shop is actually judged on.
Dwell per stage
How long cars sit in each column. This is the one that ends arguments: the column with the largest dwell is the constraint, whatever anyone believed it was.
Throughput over time
How many jobs finished this week against last. Enough to tell a genuinely bad week from a week that only felt bad because it was loud.
The obvious question
Do I have to change how the shop works to get these numbers?
No. If cards move as work moves, the reports are already correct. They are a read of the board, not a second thing to maintain — the only discipline they need is the one the board needs anyway.
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