EDGEBIC Reports Explained: 18 Answers to the Week's Real Questions

EDGEBIC by User Solutions ships 18 built-in report panes on one hub screen, grouped into four families that match the four questions a production week actually asks: what is happening now, what changed, how are we performing, and is the schedule itself healthy. Every report is point-in-time. It queries fresh when you open it, holds nothing running in the background, and caches nothing between opens. This guide is the catalog: what each family is for, which report answers which question, and the two or three rules that keep everyone in the plant reading the same numbers the same way.

The reports are the drill-down layer beneath the dashboard cockpit. Dashboards tell you something is wrong in one glance; reports tell you which job, which machine, which hour, and who moved it. If you want the mechanics of running and exporting them, that lives in the step-by-step setup guide.

The Hub: Four Families, One Screen

Open Reports from the main navigation and you get one tile per report, each with its own small print naming its default range and filters. The tiles sit in four groups, and the grouping is the fastest way to learn the catalog.

Shops running the inventory feature set also see a Stock on Hand report, which reads on-hand quantity from the inventory ledger rather than a cached field and sorts shortages first.

Every one of them opens in the same shell: a title, a subtitle carrying the headline numbers, the data grid, and four buttons (Column Details, Export to PDF, Export to Excel, Close). Date-ranged reports show a Select date range dialog first. Learn one report window and you have learned all 18.

Which Report Answers Which Question

This table is the one worth pinning next to the planner's desk. It is the catalog reorganized by intent rather than by menu position.

The Operational Family: The Daily Loop

Work Center Dispatch is the one supervisors touch every morning. It lists every operation whose planned window overlaps the range you set, grouped by work center with groups auto-expanded, ordered by planned start. Material-only rows are excluded because material does not queue at a machine. The column that earns its place is Remaining Hours: required hours minus actual hours, floored at zero, so an operator picking up a half-finished operation reads the truth rather than the original estimate. Set the range, pick the station, export to PDF, hand it over.

Daily Production answers "did we hit rate yesterday?" with one row per day and work center: planned hours, actual hours, variance, adherence percentage, and jobs touched. Shift Production is the same lens with an operator count drawn from kiosk punches and a plain-language badge on each row ("on rate", "-1.5h", "+2.0h overtime"), which makes chronic over-runners obvious at a scan.

Job Progress is a snapshot of every job with no date range, and it carries one rule worth knowing: a job reads Completed only when every operation step has an actual end date. Marking one early step complete does not flip the job, and the finish date stays empty until the last step is done. Percent complete is hours-first (actual divided by planned), falling back to pieces only when no hours exist. Work Center Progress is the step-grain companion: when Job Progress says 60%, this tells you which steps make up the missing 40%.

The Executive Family: Performance With Formulas

The KPI reports are where acronyms live, and each is a real formula rather than a vibe. The deep dive on the on-time family works the arithmetic; here is the map.

Earned Value (EVM) measures every active job in hours. BAC is total planned hours, PV is hours planned to be done by the cut-off, EV is plan times percent done, AC is hours actually logged. From those come SPI (EV divided by PV, below 1.0 means behind schedule) and CPI (EV divided by AC, below 1.0 means burning more hours than earned), then EAC and VAC forecast the landing point. Rows sort worst SPI first, so trouble is at the top. Dollar columns appear on their own once work centers carry an hourly rate.

OEE is availability times performance times quality per work center. Availability is actual hours over shift-available hours. Performance is actual pieces over theoretical pieces derived from the routing's cycle time. Quality is good pieces over good plus scrap plus rework, which requires kiosk punches. Without punches, Quality and therefore OEE read "n/a" rather than a fabricated 100%. If you need the concept before the product view, our OEE explainer covers the generic metric.

On-Time Delivery judges finished jobs by their actual end (On time or Late) and unfinished jobs by their scheduled end (On track or Forecast late), so the same report is both a scorecard and an early-warning list. It pairs naturally with the generic on-time delivery KPI guide.

The Diagnostics Family: Before You Blame the Scheduler

Scheduler Anomalies runs 22 automated checks across seven categories against the current schedule: inverted actual dates, orphaned hour rows, duplicate allocations, dependency violations, off-calendar bookings, inventory drift, and more. The top strip shows one chip per check with a count; click a chip to filter the grid to that check's rows, click again to clear. Severity is Critical (physically impossible or corrupt data) or Warning (likely a problem, possibly explainable). Run it after bulk imports, major routing edits, and upgrades, and always before escalating a "the scheduler is wrong" report. Our troubleshooting guide organizes the same territory by symptom.

Work Center Utilization is the heavyweight and the capacity authority: a KPI strip plus four tabs (per work center with a job backlog drill-down, a 14-day daily heatmap, top jobs by load, and plan versus actual variance). Its ratings are fixed bands: CRITICAL above 100%, HIGH 85 to 100, GOOD 60 to 85, LOW 30 to 60, IDLE below 30. For the department roll-up of the same numbers, see department capacity analysis; when a station shows red, work center overload causes and fixes is the triage.

BOR Optimization Suggestions ranks what to change in your routings to recover hours, across seven rules: excessive wait gaps, lot-streaming opportunities, unflagged bottlenecks, one-per-day waste, alternates configured but never used, parallel processing left unspecified, and the queue-time plus flow-step conflict. It suggests only. You review, edit the routing, and re-run the schedule.

Three Rules That Keep Everyone Honest

Utilization outranks Performance for capacity. Work Center Performance approximates available hours with a coarse 24-hour formula; Work Center Utilization computes them from real calendars and per-day overrides. Quote the second one in a capacity meeting.

Reports are only as good as your actuals. Daily and Shift Production, the actual-cost half of EVM, OEE's Quality factor, and every percent complete depend on logged hours and punches. A blank report is usually a logging habit, not a bug.

Export the evidence when a report drives a decision. Reports are point-in-time; tomorrow's picture differs. When a report justifies moving a job or adding a shift, export the PDF into the job's records so the decision keeps its arithmetic.

A Ten-Minute Investigation

Monday morning, a customer asks about a 200-piece order due on the 28th. Late Jobs shows it four days late at 38% complete with the hint "Significantly behind plan". Job Progress confirms 38% and shows the daily pieces track flat since Wednesday. Work Center Progress, filtered to that job, points at the mill step: 41 of 101 hours, nothing logged in three days. Reschedule History shows one row, a four-day push on Thursday from an automated run. Work Center Utilization shows that mill at 104%, and its backlog drill-down names the two rush jobs inserted ahead. Four reports, ten minutes, and the conversation with the customer now contains a cause and a plan instead of an apology.

That loop is the whole point of the catalog. For the wider system these reports observe, start with the complete EDGEBIC guide; for the outcomes they measure, see the documented results and the generic manufacturing KPI reference.

Want to see these reports over your own orders? Bring an export to a demo and we will run your jobs through the catalog.