Read Technician Reports
The technicians section of analytics reports how work was distributed and what it produced.
Who can do this: Location Managers, Org Admins and Account Owners.
What is reported
| Metric | Definition | Healthy |
|---|---|---|
| Productivity ranking | Total billable hours worked per technician | Gaps explainable by role |
| Revenue per technician | Revenue billed against their work | — |
| Profit per technician | Revenue minus their labour cost | Positive for everyone |
| Efficiency | Billable time divided by clocked-in time | 70% or better |
Clocked hours come from attendance. If attendance cannot be read, cost and efficiency are not shown rather than being estimated.
Reading it correctly
These numbers measure the work that reached a person, not how hard they tried. A technician who was given four hours of work on a quiet Tuesday cannot rank highly, and that is a scheduling fact, not a performance fact.
Three checks before drawing any conclusion about a person:
Was the work there? Compare against bay utilisation for the period. A shop at 55 per cent utilisation has an idle-capacity problem, not a people problem.
Could the work reach them? A technician missing a commonly needed skill will be idle while colleagues queue. Check their skills before their effort.
What kind of work was it? Somebody doing diagnostics will show different efficiency from somebody doing oil services, because diagnostic time is genuinely less predictable.
What a low efficiency figure usually means
In order of frequency:
- They were not given enough work — a distribution problem
- Their work was estimated optimistically — a catalogue problem
- They spent the period waiting — for parts, for authorisation, for a bay
- The efficiency rating on their record is inflated — a configuration problem
- They are genuinely slower — the least common explanation, and the last to reach for
The first four are fixable without a difficult conversation.
What a large ranking gap usually means
Almost always uneven allocation, and almost always because of how skills are recorded. A technician who holds three skills receives work from three pools; one who holds one receives work from one.
Look at the skills before the person.
Using it well
Use these reports to find problems in the shop, not to rank people. The moment technicians believe the numbers are a scoreboard, the check-ins get optimistic, the pauses stop being recorded, and every number on this page becomes fiction — including the ones you actually needed.
Good uses:
- Spotting that one person is carrying a disproportionate share, and rebalancing skills
- Finding which work types are systematically underestimated
- Seeing whether a new starter is being given enough to develop
- Checking that a shift pattern change has not left somebody idle
Common questions
Somebody’s efficiency is above 100 per cent. They complete work faster than the catalogue duration. If it is consistent, the duration is probably too generous.
Does paused time count against a technician? No. Paused time is recorded separately from worked time.
Does absence affect the figures? No. Efficiency compares billable time to clocked-in time, so a day not worked does not count against anybody.
Can technicians see their own figures? Analytics is available to controllers and above. Whether you share the numbers with your team is your decision — many shops do, and find it works when it is framed as the shop’s numbers rather than a ranking.
Can I report across all locations? Analytics is per location.