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Roofing invoice template for Production

well James it's a good question you're asking he says it seemed like the production manager is doing a lot of logistics and talking with a lot of people I wasn't sure if they had the time for reconciliation too so let's break this down to a list of batch of activities right so if you're doing you're doing 8 million a year right let's do the M I just want to talk about busy you're not pre fluffing you're pricing to the market that you're going to be in when you go to order the material not when you sell it it doesn't matter how much the material cost when you sell the job it matters how much you materials cost when you go to buy it so let's start with an $8 million company Okay so an8 milon company right now let's say that well we'll divide that we'll do 8 million divided by 16,000 now you're going to say well we have some repairs just in $166,000 jobs right that translates into 500 jobs a year well let's say we're only doing 7 million of that is roof Replacements so divided by 16,000 that's 437 so it's 437 Replacements and then if we go a million divided by average repair of $1,800 and if you're not getting $1,800 per average repair we got a talk that's 555 repairs right so that would be that would be a busy production manager that's a good size business right there so if we're going to now break that down to what is the work that's required to do that so we have 437 Replacements to do we work an average of 210 days per year so 437 jobs divided by 210 days a year that equals two jobs per day now these jobs require a lot more work than repairs but let's look at the two jobs per day worth of work so what do we have to do right for every job what is the list of tasks we have to review the job file Playbook right we got to review that that's going to take how long let's say they take 10 minutes they have to review Sumo quote that's going to take 3 minutes they have to review and put in the comments if there's anything I'm missing review the company Camp let's see that takes five minutes this is the answer to the question what do I need to do what they're really trying to determine at this point in their game of Tetris is they're trying to say what kind of block is this so we know that this is this type of block all right it's a L-shaped block so then the next thing they need to do is need to review the schedule right they need to look and say where does this fit right where where does this little block fit in my list of jobs right like where can it fit and he goes H if I put it here right well then I would have my blocks like this then I would have a gap here so I can't put it there so he goes ah actually I could give it to these guys and then it'll fit nicely in here right so okay we found out where this fits so what's that going to take to do right if they know their schedule really well they're going to probably take what 5 10 minutes to say where does this fit right now they got to think okay that's my hypothesis I think that it could go there because if this if each one of these things is crew and these are days well then how many crews do we have and how many days have we booked right and that ultimately determines how much money we can make so if we say okay we got to review our schedule for 5 minutes see where does it fit then as you say okay well I got to see does that work for the customer right I got to think that does that work for the customer I want to put them into the second week of September that's what this particular line means right second week of September working for Joe right in this crew so then you want to talk to the customer so then they're going to have to call the customer to conf confirm are they going to get a hold of them the first time no they're probably going to have to call the customer a couple of times so let's say they make 3x one minute calls and then they talk to the customer for 5 minutes to just confirm yes yes yes I did see that you got the shed included yep I noticed that you got the upgrade for the ridge vent yep I saw the rose bush on the back we're not going to break your rose bush Okay so at this point we've now confirmed it so we can set that thing on the schedule so that's going to say set it that's going to take 1 minute so now we've set it on the schedule in our system whatever system that is right only takes a minute so we've now answered the question when am I going to do it okay so we've answered another one of the critical questions that we have to answer now from there we have to go to the next thing and say okay well how am I going to do it so what do we need to do what do we need do now well we have to do a material order so on assmo quote that's going to be create order delete some stuff maybe split it into shop stuff it's going to take 5 to 8 minutes right maximum maximum could take 15 seconds then we got to send it split send then we have to do a work order so again Sumo quote they're just going to go create order maybe pick a template write some stuff then send with an email now that takes another 5 to 8 minutes again could take a long time so now when this happens then the job is scheduled then we have what do we have to do next well you're going to have a two days out two days out call right so you're going to let them know hey you're two days away roof's coming make sure you move your trucks out of the dumper you have to send the email right that can usually be automated so that's another what 5 minutes that we do that so then day happens when is done we're going to then maybe do the change order if there's a change order that's 5 minutes we're going to do an invoice payment call we're going to review sub crew pay sheet review the checklist what's that take so the invoice and the payment call review the sub crew pay sheet Five Minutes review the inspection 5 minutes reconcile so they're going to read one and see it was 3200 they're going to read another see was 3600 let's say 50% of the time there's something wrong which would be freaking massive but let's just say it's that right so then they have to do a five minute call let's say 50 minute call let make it a long time but that's going to 50% of their jobs so let's total up our minutes here right they have to do this two times a day so let's add up our minutes 10 minutes plus 3 minutes plus 5 minutes plus 10 minutes plus 3 * 1 minute Plus plus the 5 minute call plus 1 minute Plus 8 minutes plus plus 5 minute change order plus 5 minutes plus 5 minutes plus 5 minutes plus 15 minutes so 93 minutes to do these things right and that was thinking we were doing 15 minutes on every job for reconcile which we'll just leave it at that they have to do that twice a day which equals 186 minutes which divided by 60 is 3 hours it's 3 hours of their day now they still have to do 551 repairs which do not take as much time as this right but if they did have to take this much time that's another 3 hours so that's 6 hours a day 6 hours a day to run $8 million production department for planning review conversations month-end reporting now it by the time you get to an $8 million production Department you're going to have a production liaison so you're going to get this other role that production liaison is going to handle this they're going to handle this they might handle this they'll handle this they'll handle this and they'll handle this so what's that half the work what's the production manager cost somewhere between 855 to 105k a year for the best of the best production coordinator between 45 and 65k so at the high end 105 + 65 ID by 8 million would be 170,000 / 8 million it's 2.1% it's not that much revenue okay so let's say that's our day batched right so you got blue jobs so let's say blue jobs are um job file Playbook review a job file Playbook review triggers what we have to review the schedule and schedule jobs so let's say that these are review and schedule right which triggers what material orders and work orders right and then jobs require all of our get paid stuff so Closeouts right and some job file playbooks result in reviews and schedules views and schedules sometimes result in orders but think about context switching right so switching from contexts is like okay so we do a job file Playbook review cuz we came in in the morning then we review in schedule oh we heard a job is done we got to pay crap okay we got to order some materials I'm going to order my materials oh how many of those do we have well oh sales guys just sold a job wants to know when it can be done so I'm going to go that and then I'm going to review and schedule oh crap um we got to do some close outs we need to get paid boss said we got to get paid so I'm going to do all the rest of my Closeouts but then I'm going to do some ordering right so I did my order right but then I have some more reviews and schedules to do and then I'm going to do another job file play just the time that you're watching me go from here to change my colors and then back over to here is kind of like a meta example of what it's like for your production manager when he doesn't batch his work together so you want to try and create an environment with those task cues where you can batch your work