KPI Dependencies
When the application calculates Key Performance Indicators (KPIs), it only calculates KPIs that have been selected as “Required” or for “Access” in the Dashboard setup screen. However, certain KPIs are calculated using other KPIs, so if a user wants one of those dependent KPIs to be required or available, it is necessary to also select the source KPIs for calculation. If the user does not select these, the application will do so automatically when the user clicks "Save" in the Dashboard Setup screen.
Below is a list of KPIs and the source KPIs on which they depend.
| Dependent KPI | Required KPI 1 | Required KPI 2 |
|---|---|---|
| Actual BOH Value % of Net Sales | BOH Payroll Value Actual | Actual Net Sales |
| Actual BOH Value % of Net Sales | BOH Payroll Value Actual | Actual Net Sales |
| Actual to Scheduled Value Variance | Scheduled Payroll Value | Actual Payroll Value |
| Actual to Scheduled Value Variance as % of Scheduled | Scheduled Payroll Value | Actual Payroll Value |
| Beverages / FOH Hours | Beverages | FOH Hours Actual |
| Beverages / Guest | Beverages | Guest Count |
| BOH Ideal to Actual Hours Variance | BOH Hours Ideal | BOH Hours Actual |
| BOH Ideal to Actual Hours Variance as % of Ideal | BOH Hours Ideal | BOH Hours Actual |
| BOH Scheduled to Actual Hours Variance | BOH Hours Scheduled | BOH Hours Actual |
| BOH Scheduled to Actual Hours Variance as % of Scheduled | BOH Hours Scheduled | BOH Hours Actual |
| BOH Scheduled to Actual Value Variance | Scheduled BOH Payroll Value | BOH Payroll Value Actual |
| BOH Scheduled to Actual Value Variance as % of Scheduled | Scheduled BOH Payroll Value | BOH Payroll Value Actual |
| BOH Scheduled to Ideal Hours Variance | BOH Hours Ideal | BOH Hours Scheduled |
| BOH Scheduled to Ideal Hours Variance as % of Ideal | BOH Hours Ideal | BOH Hours Scheduled |
| Checks / Server | # of Checks | # of Servers |
| Cost of Goods Purchases Total % | Cost of Goods Purchases Total | Actual Net Sales |
| Entrees / BOH Hours | Entrees | BOH Hours Actual |
| Entrees / Guest | Entrees | Guest Count |
| FOH Ideal to Actual Hours Variance | FOH Hours Ideal | FOH Hours Actual |
| FOH Ideal to Actual Hours Variance as % of Ideal | FOH Hours Ideal | FOH Hours Actual |
| FOH Scheduled to Actual Hours Variance | FOH Hours Scheduled | FOH Hours Actual |
| FOH Scheduled to Actual Hours Variance as % of Scheduled | FOH Hours Scheduled | FOH Hours Actual |
| FOH Scheduled to Actual Value Variance | Scheduled FOH Payroll Value | FOH Payroll Value Actual |
| FOH Scheduled to Actual Value Variance as % of Scheduled | Scheduled FOH Payroll Value | FOH Payroll Value Actual |
| FOH Scheduled to Ideal Hours Variance | FOH Hours Ideal | FOH Hours Scheduled |
| FOH Scheduled to Ideal Hours Variance as % of Ideal | FOH Hours Ideal | FOH Hours Scheduled |
| Guest Checks / FOH Hours | # of Checks | FOH Hours Actual |
| Guests / BOH Hours | Guest Count | BOH Hours Actual |
| Guests / FOH Hours | Guest Count | FOH Hours Actual |
| Guests / Server | Guest Count | # of Servers |
| Guests / Total Hours | Guest Count | Actual Hours |
| Hours Variance | Scheduled Hours | Actual Hours |
| Hours Variance as % of Scheduled | Scheduled Hours | Actual Hours |
| Ideal Hours Variance | Ideal Hours | Actual Hours |
| Labor % of Net Sales | Actual Labor | Actual Net Sales |
| Labor Productivity | Actual Net Sales | Actual Hours |
| Net Sales – Total Value of Payroll | Actual Net Sales | Actual Payroll Value |
| Net Sales / BOH Hours | Actual Net Sales | BOH Hours Actual |
| Net Sales / FOH Hours | Actual Net Sales | FOH Hours Actual |
| Net Sales / Hours of Operation | Actual Net Sales | Hours of Operation |
| Net Sales to Forecast | Actual Net Sales | Forecasted Sales |
| Net Sales to Last Week | Actual Net Sales | Last Week Actual Net Sales |
| Net Sales to Last Year | Actual Net Sales | Last Year Same Day Sales |
| Net Sales to Last Year % of Last Year | Actual Net Sales | Last Year Same Day Sales |
| Operating Expenses Total % | Operating Expense Purchase Total | Actual Net Sales |
| Overtime Hours Variance | Overtime Hours Scheduled | Overtime Hours Actual |
| Overtime Hours Variance as % of Scheduled | Overtime Hours Scheduled | Overtime Hours Actual |
| Projected Labor Productivity | Forecasted Sales | Scheduled Hours |
| Sales % of Forecast | Actual Net Sales | Forecasted Sales |
| Sales / Cash Register | Actual Net Sales | # of Cash Registers |
| Sales / Check | Actual Net Sales | # of Checks |
| Sales / Guest | Actual Net Sales | Guest Count |
| Sales / Revenue Center | Actual Net Sales | # of Revenue Centers |
| Sales / Server Total | Actual Net Sales | # of Servers |
| Total Hours % of Scheduled | Actual Hours | Scheduled Hours |
| Void Amount / Cash Register | Void Amount | # of Cash Registers |
| Void Amount / Server | Void Amount | # of Servers |
| Void Amount / Voids | Void Amount | # of Voids |
| Voids / Cash Register | Voids | # of Cash Registers |
| Voids / Server | Voids | # of Servers |
| # of Checks / Cash Register | # of Checks | # of Cash Registers |
| # of Guests / Cash Register | Guest Count | # of Cash Registers |
| # of Guests / Check | Guest Count | # of Checks |
| % Difference Guest Checks | # of Checks | # of Checks SPLY |
| Cost of Goods Purchases by GL % |
Actual Net Sales Cost of Goods Purchases by GL Sales by GL Detail Sales by GL Substructure |
| Operating Expenses by GL % |
Actual Net Sales Operating Expenses by GL Sales by GL Detail Sales by GL Substructure |
Related Topics