The PDF button opens your print dialogue. Choose "Save as PDF" for a clean copy of this document.

Long LeverPartnershipsFictitious example

Fictitious example · businesses

Long Lever Distribution

Monthly operations reporting

A facilities contract’s month, worked through from the data sources to the three reports different readers actually need, plus the trend reports that only work once the months sit together. Seven steps, and every figure comes from a system that already exists.

Guide: Seven steps, data to report
Site: Long Lever Distribution, national DC
Period: October
Tools inside: Data source map · Hours vs budget · Audit drill-down · Issue ageing · Audience switcher · Trend reports

Step-by-step guide · 7 steps

Step 01

Where the data comes from

Maps the four sources the report reads from, and the single definition agreed for each measure. Normally three days of export and paste, here one agreed definition before anything is built.

The report is a layer above the systems you already use, not a replacement for them. Nothing is entered twice and nothing is written back. Click each source to see exactly what is taken from it and how often.

Timesheets and roster

Read only

Hours by service, by site, by day

Refresh: Daily, as shifts are confirmed
Access: Read only. No hours are edited or approved here.

The only source of delivered hours. If it is not on the roster, it did not happen.

One definition per measure

Hours delivered: rostered hours actually worked, excluding holiday.
Audit score: the average of completed audits in the month, unweighted.
Issues closed: closed within the month, whatever the date raised.
Absence: absence hours as a percentage of scheduled hours.

What is deliberately not done

Nothing is written back to timesheets, audits or the issues log.
Nothing is re-keyed: the report reads, it does not store a copy.
No measure changes definition between months.
No figure is adjusted because it looks better.

Why this is the hardest step

Reporting fails on definitions, not on charts. Agreeing what “hours delivered” means, before the first report, is the whole job. Everything after this is presentation.

Step 02

Hours delivered against budget

Compares delivered hours with budgeted hours, service by service, with nothing netted off. Normally a spreadsheet reconciled by hand, here a month selector.

Hours are the first page of every operations report, because hours are what the client buys. Delivered hours sit against the budgeted figure for each service, and nothing is netted off or moved between lines. Change the month to see it move.

October · hours delivered against budget

2,184 of 2,240 hrs · 97.5%

Cleaning

-20 hrs

1,140 delivered of 1,160 budgeted

Security

-10 hrs

520 delivered of 530 budgeted

Waste and recycling

-10 hrs

320 delivered of 330 budgeted

Grounds

-16 hrs

204 delivered of 220 budgeted

Delivered

2,184 hrs

Variance

-56 hrs (-2.5%)

Budget held

2,240 hrs

What the note is for

The shortfall is concentrated in grounds, where wet weather cost two visits. Nothing was borrowed from cleaning hours to cover it.

4 lines

Reported separately

Nothing netted off or reallocated

97.5%

October delivery

The month this guide uses

Hours invented

Every figure comes from the roster

Step 03

Quality audits

Shows the score by area with the finding behind it, and the low scores as well as the high ones. Normally a paragraph claiming high standards, here a number somebody can argue with.

Audits are only useful if the low ones get published too. Each area is scored on the same sheet, month after month. Click an area to see the finding behind the number.

Main corridors and stairs

89%

Three-month trend: 91% → 92% → 89%

14 Oct

91%

15 Oct

92%

16 Oct

89%

Finding

Corridor edges marked down in two locations. Re-cleaned within the same week and re-checked.

The only area to drop this month, and the drop was found by the audit rather than by the client.

Audits completed this month
Audit	Date	Score	Note
Distribution centre, internal	02 Oct	94%	Two findings, both closed same day
Distribution centre, internal	16 Oct	91%	Corridor edges the only deduction
Client spot check	24 Oct	91%	No findings requiring action
Combined site walk	29 Oct	92%	Averages all four audits for the month

92%

Average by area

Four audits, unweighted

88%

Lowest area

Loading bay and external

Same sheet

Every month

So the months can be compared

The rule that makes audit scores believable

The low scores are published next to the high ones, with the finding attached. A report where every area scores 95% tells a client nothing, and is usually the report that stops being read.

Step 04

Issues and actions

Tracks what was raised, what was closed and how long it took, with open meaning open. Normally a memory and a phone, here a closure rate and an ageing profile.

Every issue is logged with a date raised and a date closed. Open means open: nothing is closed because it has gone quiet. Filter the list and watch the closure rate move.

Raised this month

Every one dated

Closed

Average 3.0 days to close

Still open

One needs a client decision

83%

Closure rate

Against issues raised this month

How long things took

0–3 days

4–7 days

8+ days

Still open

Issue log, October
Issue	Raised	Closed	Status
Bin store door not closing properlyAwaiting a part. Cleared daily and locked overnight in the meantime.	4 Oct	—	OpenRepairs
Corridor floor finish lifting at junction 3Made safe, then re-sealed by the flooring contractor.	8 Oct	11 Oct	ClosedSite team
Waste route clash with delivery windowRoute moved thirty minutes earlier, agreed with the goods-in team.	9 Oct	14 Oct	ClosedOperations
Two lights out in the loading bayReplaced. Lighting is a safety issue, so it is never left open overnight.	12 Oct	15 Oct	ClosedRepairs
Hand dryer failure, west toiletsReplaced and tested before the next shift.	21 Oct	23 Oct	ClosedRepairs
Scuff marks on stair core BCleaned and added to the weekly detail.	26 Oct	28 Oct	ClosedSite team

One open item is worth more than a clean sheet

The bin store door needs a part and a decision. Reporting it as open, with a date, an owner and what is being done in the meantime, is what makes the other thirteen believable.

Step 05

Same data, different audiences

Re-presents one month as three one-page reports: director, client and site team. Normally three separate documents typed three times, here one click each.

One set of figures, three readers. Switch between them: the numbers do not change, and neither does anything on the page that would be embarrassing in front of the other two. What changes is the wording and what each reader is asked to do.

Director view · October

Your own board, once a month

Service ran at 97.5% of budgeted hours, all four audits scored above 90%, and five of six issues raised this month are closed. One open item needs a decision on a repair.

2,184

Hours delivered

Against a budget of 2,240

92%

Average audit

Four audits, all above 90%

83%

Issues closed

One open, awaiting a part

4.1%

Absence

100% of shifts covered

Hours

The shortfall sits in grounds, where wet weather cost two visits. Nothing was borrowed from cleaning hours to cover it.

Absence and cover

Cover held on every occasion. Agency hours used twice, both within the agreed cover rate.

Three actions · Decide three things and protect the contract.

Action 1

Approve the bin store door repair

The job cannot close until the door is fixed. It is the only open item carried into next month.

Action 2

Agree the extra 16 hours for peak

The run-up to peak needs additional waste movements. Sixteen hours covers it without changing the contract.

Action 3

Confirm next quarter’s audit dates

Two internal and one client audit. Fixing the dates keeps the report comparable month to month.

Figures

Identical in all three

Hours, audits, issues and absence come from the same definitions.

Wording

Three, deliberately

A director decides, a client approves, a site team does.

Production

Three days → minutes

Because the three are built from one set of figures, not typed three times.

Why the wording changes and the numbers do not

Directors are asked to decide and protect the contract. Clients are asked to approve. Site teams are asked to do three things this week. Sending the same paragraph to all three is how reporting becomes something people stop reading.

Step 06

Reports that need the months together

Puts eight months side by side: hours, quality, issues, absence, cost index and a KPI scorecard. Normally a quarterly deck built from four spreadsheets, here one view with the definitions already agreed.

One month is a snapshot. These are the reports that only appear once the months sit next to each other: the trend, the outliers, and the measures that were quietly missed. Same definitions as every other step, so nothing here can contradict the page before it.

Hours delivery

97.5%

−1.4 pts

Quality average

Issues closed in 5 days

95%

+6 pts

Absence

4.4%

+0.4 pts

Hours delivered against budgetEight months · budget 2,240

November is the outlier, and it is explained: two void shift patterns ended and three grounds visits were lost to frost.

Quality score by serviceTarget 90

Grounds at 84 is the honest number: weather and visits, not effort. It is in the improvement plan with a date.

Issues raised and closedSix months

The gap between the two lines is the backlog. It narrowed in October, which is what the client actually cares about.

Absence and the hours that covered itHours, by month

Every absence hour is either covered or written down. Nothing is absorbed by thinning a round.

Cost per site, index against budget100 = on budget

An index, not a price: any site over 100 is spending more of its budget than planned, and Depot East is the one to look at.

What the trend says

Delivery is stable at 97–99% until November, where two known causes explain the drop.
Quality is rising slowly. Grounds is the only service that has not moved.
The issue backlog is shrinking, so the closure rate is real rather than a quiet month.
Absence is the measure to watch: it is drifting up while cover absorbs it.

KPI scorecard · October
Measure	Target	Actual	Status	Comment
Hours delivered	2,240 a month	2,184 (Oct)	Watch	Short in grounds, hours offered back
Quality average	90	89	Watch	Grounds and helpdesk below target
Issues closed in 5 days	90%	95%	On target	Ageing profile better than target
Absence	4.0%	4.4%	Watch	Two sites carrying most of it
Cover filled	85%	92%	On target	Mobile team absorbed November’s spike
Periodic compliance	100%	100%	On target	Evidence filed for every task
Cost index	100	101 (Oct)	Watch	Depot East above index
Client complaints	0	0	On target	None recorded in the month

Figures are illustrative and internally consistent with the rest of this guide. No client, supplier or individual is identified, and cost is shown as an index rather than a price.

Step 07

The finished pack

Collects the month’s report and all three audience views into one branded document. Normally a week of assembly, here one button.

One month, one page, three readers. The figures are read from systems you already run and nothing is written back to them. The PDF button prints every step as one branded document.

3 days → minutes

Monthly reporting

Now built from one set of figures

4 sources

Read only

Timesheets, audits, issues, absence

3 audiences

From one report

Director, client and site team

The finished pack

Long Lever Distribution · monthly operations report

October, with the three audience views. Choose “Save as PDF” in the print dialogue.

What the report contains
Section	What it evidences
Where the data comes from	Four read-only sources, one agreed definition per measure
Hours against budget	Delivered versus budgeted hours, by service, nothing netted off
Quality audits	Scores by area with the finding behind each one, and the month’s audits
Issues and actions	Raised and closed dates, closure rate and how long things took
Three audiences	The same month written for a director, a client and the site team
Three actions	One page, three things to do, each with an owner and a date

Your turn

Want to build your own version, in your branding?

Start with the free discovery check: a few questions about how your business runs today, and a short summary of where the first opportunity is likely to be. No contact details needed to see the result.

Try the free check See the other guides

Long Lever Partnerships · example document. Organisation names in this document are fictitious and used to illustrate real work; no client, supplier or individual is identified. Everything shown can carry your own name, logo and colours.