Costing
See what your losses cost, and what fixing them is worth.
Costing puts a value on downtime, rejects, slow running, labor, and overtime, and on the capacity you win back when you fix them, priced in your plant's own currency. It turns the losses you already measure into the one number the business runs on: money.
Daily cost of losses
$18,965
Costs applied to losses
What each loss is costing you today.
Costing takes the costs entered for the plant and applies them to the actual losses already recorded by the suite. This live mockup shows a daily view for Line 14 and connected lines: the money is tied back to availability, performance, quality, labor, material, and overtime.
Daily cost of losses
Line 14, Line 15, Line 11
Today total
$18,965
Line 14
Availability loss
$3,566
Stops are priced as the capacity and crew time lost while the line was unavailable.
Line 15
Performance loss
$2,239
Cycles below standard rate are converted into the output the line should have made.
Line 11
Quality loss
$1,040
Rejected units carry the material and run time already spent making them.
Entered costs mapped onto losses
Labor, material, and overtime rates flow into the downtime, slow-running, and reject records so the same production loss can be read as money.
Where today's $18,965 came from
Labor
$6,210
Crew time applied to production losses
Material
$5,430
Material standards and variance
Downtime / Availability loss
$3,566
Line 14 stops and lost capacity
Slow-running / Performance loss
$2,239
Line 15 under standard rate
Rejects / Quality loss
$1,040
Line 11 rejected units
Overtime
$480
Premium hours needed to recover output
What it costs
What it puts a number on.
OEE tells you a line lost time. Costing tells you what that time was worth. It reaches across every loss you already track and prices each one in the same currency.
Material
Priced against the job bill of materials, so overuse and variance show up as cost.
Rejects and scrap
Each reject carries the material and run time already spent making it, by reason and product.
Downtime
Lost minutes by line, reason, and shift, valued at what that capacity was worth.
Slow running
When cycles drift below standard rate, the output you gave up is costed as it happens.
Labor
Crew time mapped to the jobs and lines that actually consumed it.
Overtime
Hours past standard, costed with the configured premium they really carry.
Material standards come from your job bill of materials. Costing is the layer that prices the variance, and everything else, against them.
From minutes to money
The same losses, converted into dollars.
Your floor already records the minutes lost and the rejects made. Costing applies your own rates and turns that record into money, so a stop becomes both lost time and a figure the front office understands.
Downtime, Line 14
3h 22m
$3,990
Rejects, Line 11
412 units
$884
Slow running, Line 15
6.5% under rate
$1,240
Nothing new gets entered on the floor. The minutes, units, and reasons are already there. Costing is the conversion layer that puts a price on them.
Setting up the costs
Behind it: where the costs are entered.
The daily dollar view starts here. The setup screen is where plant cost categories, rates, and effective date ranges are maintained before Costing applies those dollars to downtime, slow running, rejects, labor, material, and overtime.
The upside
It shows what fixing losses is worth.
A loss priced in dollars cuts both ways. The same rate that turns a stop into a cost turns an hour of recovered capacity into a gain, so an OEE improvement on Line 14 shows up as money earned.
Recovered capacity, priced like the losses
An hour won back on Line 14 is worth more than an hour on a lower-demand line, because Costing values it at what that device actually produces. That makes the business case for an improvement concrete: fewer stops, more capacity, and the dollars they were quietly costing you back on the table.
Watch a single loss over time and you see cost coming out as the fixes land, which is the same number a Continuous Improvement action is judged against.
Reject cost per week
down by half since late AprilIllustrative: reject cost falling week over week as fixes land. The same view works for downtime or overtime cost.
Costing and Advisor
Ask Advisor what the losses cost.
With Costing, Advisor can answer money questions in plain English from the same priced loss data. Open one to see the kind of reply Costing makes possible.
What did downtime cost on Line 14 last week?
Downtime on Line 14 cost $18,420 last week. Equipment Failure was the largest contributor at $9,870 from 5h 12m down, followed by Changeover at $3,240.
Which reject code is the most expensive across the plant?
Damaged Seal is the most expensive reject code this week at $4,360, mostly from Line 11. Label Misprint is next at $2,180 on Line 15, even though it had fewer rejected units.
What is an hour of recovered capacity worth on Line 14?
One recovered hour on Line 14 is worth about $1,185 at the current mix. If you get back two hours a week, that is about $123,000 per year before any overtime reduction.
What did overtime add to last month total cost?
Overtime added $14,760 last month. Line 11 carried $6,210, Line 15 added $4,080, and Line 14 added $2,940. Yesterday overtime premium was $480.
Answers shown are illustrative, but this is the intended integration: Costing supplies the dollars, and Advisor returns the answer from live production and cost data.
Coming soon
Opportunity costs of downtime.
Costing already prices the losses you record. Next is the opportunity cost of downtime: what that lost capacity could have produced for the business, so a stop is not only minutes and dollars spent, but dollars left on the table.
A single view of downtime opportunity cost by line, reason, and shift, valued at what that capacity could have made.
Put a number on what your losses cost.
Book a demo and we will walk through how Costing prices the losses you already track and where it points first.