The Dashboard - Performance Metrics

Based on corporate configurations, some metrics may be pre-defined for all users while others can be selected by each user. Authorized users will see and can click the "Select Performance Metrics" link to open a pop-up that will allow them to determine which of the "selectable" metrics to display.

Note: The location's local time (based on the Time Zone defined for the location in Enterprise Manager) is used as the date/time for transactions that drive the Performance Metrics displayed on the Dashboard. The Consolidated view of the Dashboard displays monetary values in the Company base currency.

Sales Analysis

Actual Net Sales – Total value of sales from all GL Accounts linked to the "Sales" P&L Grouping.
Beverages – Total number sold of Menu Mix items linked to the "Beverage" Recipe Group on the Nutrition tab of the Recipe Details screen.
Beverages/Guest = [ (Beverages ÷ Guest Count) x 100]
Budget Sales – The sum of all budgeted values associated with the 'Sales' GL Grouping; daily amounts are calculated using the location's Projected Sales % values.
Cash Over/Shorts by Cash Register Detail – Cash Over/Short details broken down by Register, from the Sales Transactions screen. The Dashboard will display a separate row for each cash register used to record sales during the week/period.
Checks/Server = [ # of Checks ÷ number of Servers ]; from Menu Mix sales.
Comps and Discounts Detail – Comps and Discounts broken down by description, from the Comps and Discount tab of the Sales Transactions screen. The Dashboard will display a separate row for each “Comps and Discounts” GL used during the week/period.
Entrées – Total number sold of Menu Mix items linked to the "Entrée" Recipe Group on the Nutrition tab of the Recipe Details screen.
Entrées/Guest = [ (Entrées ÷ Guest Count) x 100 ]
Forecasted Sales – Total Forecasted Sales, from the Sales Forecasting screen.
Guest Count – Ending Guest Count uploaded from Sales Mix files and displayed in the Sales Transactions screen.
Guest Count SPLY – Ending Guest Count from the corresponding day of the previous year, based on the Reporting Calendar.
Guests/Server = [ Ending Guest Count ÷ number of Servers ]
Labor % of Net Sales = [ Total Wages ÷ Net Sales ]
Last Week Actual Net Sales – Actual Net Sales from the same day in the previous week, from the Sales Transactions screen.
Last Week Sales by GL Detail – Last Week Same Day Sales, broken down by GL Account. The Dashboard will display a separate row for each General Ledger account that had Net Sales on the same day of previous week.
Last Week Sales by GL Substructure Detail – Last Week Same Day Sales, broken down by P&L Substructure. The Dashboard will display a separate row for each P&L Substructure that had Net Sales on the same day of the previous week.
Last Year Average Sales/Guest = [ Last Year's Actual Net Sales ÷ Last Year's Total Guest Count ]
Last Year Same Day Sales – Displays Actual Net Sales from the corresponding day in the previous year, based on the Reporting Calendar.
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 Sales - Last Year Same Day Sales) ÷ Last Year Same Day Sales) x 100 ]
Net Sales/Hours of Operation = [ Actual Net Sales ÷ (Closing Time – Opening Time) ]; times are taken from the Location Details screen in Enterprise Manager. If Closing and Opening times are not defined, will divide by '24'.
Sales by GL Detail – Actual Net Sales, broken down by GL Account; the Dashboard will display a separate row for each General Ledger account that had Net Sales during the current week/period. {This is the same breakout as in the "Sales" section of the P&L report and the "Net Sales" section of the Cost Analysis report, only for each single day.}
Sales by GL Substructure – Actual Net Sales, broken down by P&L Substructure; the Dashboard will display a separate row for each P&L Substructure that had Net Sales during the week/period.
Sales % of Forecast = [ Actual Net Sales ÷ Forecasted Sales ]
Sales/Check = [ Actual Net Sales ÷ # of Checks ]
Sales/Cash Register = [ Actual Net Sales ÷ number of Cash Registers ]
Sales/Guest = [ Actual Net Sales ÷ Guest Count ]
Sales/Revenue Center = [ Actual Net Sales ÷ number of Revenue Centers ]
Sales/Server Total = [ Actual Net Sales ÷ number of Servers ]; from Menu Mix sales.
SDLY Sales by GL Detail – Same Day Last Year Sales, broken down by GL Account. The Dashboard will display a separate row for each General Ledger account that had Net Sales on the corresponding day of the previous year, based on the Reporting Calendar.
SDLY Sales by GL Substructure Detail – Same Day Last Year Sales, broken down by P&L Substructure. The Dashboard will display a separate row for each P&L Substructure that had Net Sales on the corresponding day of the previous year, based on the Reporting Calendar.
Total Cash Over/Shorts – Total value of Over/Short calculations for all registers, from the Sales Transactions screen.
Total Comps and Discounts – Total value of Comps & Discounts for all registers, from the Sales Transactions screen.
Total Forecasted Guest Count - Total Forecasted Guest Count, from the Sales Forecasting screen.
Transaction Count – Total number of recipes sold, from Menu Mix sales.
Void Amount – Total value of voids for all registers, from the Sales Transactions screen.
Void Amount/Voids = [ Void Amount ÷ Voids ]
Void Amount/Cash Register = [ Void Amount ÷ number of Cash Registers ]
Void Amount/Server = [ Void Amount ÷ number of Servers ]
Voids – Total number of Voids for all registers, from the Sales Transactions screen.
Voids/Cash Register = [ Voids ÷ number of Cash Registers ]
Voids/Server = [ Voids ÷ number of Servers ]
# of Checks – Total number of Checks, from Menu Mix sales.
# of Checks/Cash Register = [# of Checks ÷ number of Cash Registers ]
# of Checks SPLY – Total number of Checks from the corresponding day of the previous year, based on the Reporting Calendar.
# of Guests/Check = [ Guest Count ÷ # of Checks ]
# of Guests/Cash Register = [ Ending Guest Count ÷ number of Cash Registers ]
% Difference Guest Checks = [ ((# of Checks - # of Checks SPLY) ÷ # of Checks SPLY) x 100 ]. This is the percent change in number of checks from last year to this year.

Purchasing Analysis

Cost of Goods Purchases by GL = Total Cost of Goods Purchases, broken down by GL Account. The Dashboard will display a separate row for each GL Account that had purchases during the week/period.
Cost of Goods Purchases by GL% = [ Total COGS by GL Code ÷ Actual Net Sales {linked to Budget} ]
Cost of Goods Purchases Total = [ Total COGS {for purchases} + Transfers In – Transfers Out ], from Physical Inventory.
Cost of Goods Purchases Total % = [ Total COGS ÷ Actual Net Sales ] Cost of Goods Purchases Total Budget – Budgeted Cost of Goods, from Budget Setup.
Cost of Goods Purchases Total/Guest = [ Total Cost of Goods Purchases ÷ Guest Count ]
Operating Expense Purchase Total – Total value of Operating Expense purchases; includes “Allocated” budget values {as configured in the General Ledger screen} for relevant GLs with no transactions.
Operating Expenses Total % = [ Operating Expense Purchase Total ÷ Actual Net Sales ]
Operating Expenses by GL – Operating Expense purchases, broken down by GL Account; includes “Allocated” budget values {as configured in the General Ledger screen} for relevant GLs with no transactions.
Operating Expenses by GL % - Operating Expenses by GL as a % of Actual Net Sales {linked to Budget} ], calculated as follows:

If the GL is set up as a “% of” of another GL or P&L Substructure that is linked to the Sales P&L Grouping: [ (Operating Expenses by GL % = Operating Expenses for the GL ÷ Sales for that GL or P&L Substructure) x 100 ], rounded to 2 decimal places.
If the GL is set up otherwise (i.e. as % of the Sales P&L Grouping, as a Value or with no Budget): [ (Operating Expenses by GL % = Operating Expenses for the GL ÷ Total Actual Net Sales ].

Waste Analysis

Inventory Variances by GL – Total value of all inventory variances, broken down by GL Account. The Dashboard will display a separate row for each GL account linked to Company Products with variances during the week/period.
Inventory Variance/Guest = [ Total value of all inventory variances ÷ Guest Count ] {Note}: To see daily variances, daily inventory counts must be performed.
Inventory Waste/Guest = [ Total value of all manually-entered Inventory and Recipe Adjustments ÷ Guest Count ]
Inventory Waste by GL – Total value of all manually-entered Inventory and Recipe Adjustments, broken down by GL Account. The Dashboard will display a separate row for each GL account linked to Company Products wasted during the week/period.
Inventory Waste by GL Substructure = Total value of all manually-entered Inventory and Recipe Adjustments, broken down by GL Substructure.
Inventory Waste by Reason – Total value of all manually-entered Inventory and Recipe Adjustments, broken down by Qualitative Judgment. The Dashboard will display a separate row for each Qualitative Judgment used during the week/period.
Inventory Waste by Product (Top 5) – Total value of all manually-entered Inventory Adjustments (excludes Recipe Adjustments), broken down by Product Description, for the 5 products with the greatest adjustment value. The Dashboard will display a separate row for each Product.
Inventory Waste by Recipe (Top 5) – Total value of all manually-entered Recipe Adjustments only, broken down by Product Description, for the 5 component products of non-prep recipes (i.e. those not produced via Net-Chef Daily Prep) with the greatest adjustment value. The Dashboard will display a separate row for each Product.
# of Inventory Audit Records – The total number of entered inventory counts that were changed by user edits.
Value Inventory Variances – The total value of inventory variances for all products.
Value Inventory Variances % of Net Sales = [ (Value Inventory Variances ÷ Actual Net Sales) x 100 ], rounded to 2 decimal places.
Value Cost of Goods Inventory Variances – The total value of inventory variances for products linked to the Cost of Goods Sold P&L Grouping.
Value Cost of Goods Inventory Variances % of Net Sales = [ (Value Cost of Goods Inventory Variances ÷ Actual Net Sales) x 100 ], rounded to 2 decimal places.
Waste % by Product = [ Inventory Waste by Product ÷ Actual Net Sales ]

Labor Analysis

Actual BOH Value % of Net Sales = [ Actual BOH Hours value ÷ Actual Net Sales ]
Actual FOH Value % of Net Sales = [ Actual FOH Hours value ÷ Actual Net Sales ]
Actual GPLH = [ Actual Guests ÷ Actual Hours ]
Actual Hours – Total number of hours worked by all employees, from the Labor Actual records; includes Regular and Overtime hours, along with any allocated to the location.
Actual Labor – Total Wages {or Actual Payroll}, from the Labor Detail reports.
Actual to Earned Hours Variance = [ Actual Hours – Earned Hours ]
Actual to Scheduled Value Variance = Value of [ Scheduled Payroll – Actual Payroll ]
Actual to Scheduled Value Variance as % of Scheduled = Value of [ (Scheduled Payroll – Actual Payroll ) ÷ Scheduled Payroll ]
Adjusted to Time Clock Hours Variance = [ Adjusted Total Hours – Actual Total Hours ]; from the Labor Actuals screen.
Beverages/FOH Hours = [ Beverages ÷ FOH Hours Actual ]
BOH Hours Actual – Total hours worked by employees associated with positions linked to the "BOH Payroll" P&L substructure, from the Labor Productivity report.
BOH Hours Ideal – Ideal number of BOH hours, based on the Staffing Template(s) and Sales Forecasts.
BOH Hours Scheduled – Total hours scheduled for employees associated with positions linked to the "BOH Payroll" P&L substructure, from the Labor Productivity report.
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 Ideal Hours ]
BOH Payroll Value Actual - Total value of hours worked by employees associated with positions linked to the "BOH Payroll" P&L substructure, from the Labor Productivity report.
BOH Scheduled to Actual Hours Variance = [ BOH Scheduled Hours – BOH Actual Hours ]
BOH Scheduled to Actual Hours Variance as % of Scheduled = [ (BOH Hours Scheduled – BOH Hours Actual) ÷ BOH Hours Scheduled ]
BOH Scheduled to Actual Value Variance = Value of [ BOH Hours Scheduled – BOH Hours Actual ]
BOH Scheduled to Actual Value Variance as % of Scheduled = Value of [ (BOH Hours Scheduled – BOH Hours Actual) ÷ BOH Scheduled ]
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) ÷ BOH Hours Ideal ]
Earned Hours – The total number of employee hours that would have been ideal, based on the Staffing Template(s) and Actual Sales, Guests, or Checks.
Entrées Sold/BOH Hours = [ Entrées ÷ BOH Hours Actual ]
FOH Hours Actual – Total hours worked by employees associated with positions linked to the "FOH Payroll" P&L substructure, from the Labor Productivity report.
FOH Hours Ideal – Ideal number of FOH hours, based on the Staffing Template(s) and Sales Forecasts.
FOH Hours Scheduled - Total hours scheduled for employees associated with positions linked to the "FOH Payroll" P&L substructure, from the Labor Productivity report.
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 Ideal Hours ]
FOH Payroll Value Actual - Total value of hours worked by employees associated with positions linked to the "FOH Payroll" P&L substructure, from the Labor Productivity report.
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 Hours Scheduled ]
FOH Scheduled to Actual Value Variance = Value of [ FOH Hours Scheduled – FOH Hours Actual ]
FOH Scheduled to Actual Value Variance as % of Scheduled = Value of [ (FOH Hours Scheduled – FOH Hours Actual) ÷ FOH Hours Scheduled ]
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) ÷ FOH Hours Ideal ]
GPLH BOH = [ Ending Guest Count ÷ BOH Hours Actual ]
GPLH FOH = [ Ending Guest Count ÷ FOH Hours Actual ]
Guest Checks/FOH Hours = [ # of Checks ÷ FOH Hours Actual ]
Guests/Total Hours = [ Ending Guest Count ÷ Total Hours ]
Hours Variance = [ Scheduled Hours – Actual Hours ]
Hours Variance as % of Scheduled = [ (Scheduled Hours – Actual Hours) ÷ Scheduled Hours ]
Ideal Hours – The total number of employee hours that would be ideal, based on the Staffing Template(s) and Forecasted Sales, Guests, or Checks.
Ideal Hours Variance = [ Ideal Hours - Actual Hours ]
Labor Productivity = [ Actual Net Sales ÷ Actual Hours ], from the Labor Productivity report.
Net Sales/FOH Hours = [ Actual Net Sales ÷ Actual FOH Hours ]
Net Sales/BOH Hours = [ Actual Net Sales ÷ Actual BOH Hours ]
Net Sales - Total Value of Payroll = [ Net Sales - Total Actual Value ]
Overtime Hours Actual – Total overtime hours worked, from the Labor Productivity report.
Overtime Hours Scheduled – Total overtime hours scheduled (worked & unworked), from the Labor Productivity report.
Overtime Hours Variance = [ Overtime Hours Scheduled – Overtime Hours Actual ]
Overtime Hours Variance as % of Scheduled = [ (Overtime Hours Scheduled – Overtime Hours Actual) ÷ OT Hours Scheduled ]
Projected Labor Productivity = [ Forecasted Sales ÷ Scheduled Hours ], from the Labor Productivity report.
Projected Overtime Hours – The total number of scheduled, unworked hours that will incur overtime if employees work their remaining scheduled shifts, from the Projected Overtime report.
Projected Overtime Value – The total value of Projected Overtime Hours, from the Projected Overtime report.
Scheduled BOH Payroll Value = The total value of Scheduled Payroll for positions linked to the "BOH Payroll" P&L substructure; from the Labor Productivity report.
Scheduled FOH Payroll Value = The total value of Scheduled Payroll for positions linked to the "FOH Payroll" P&L substructure; from the Labor Productivity report.
Scheduled GPLH = [ Forecasted Guests ÷ Scheduled Hours ]
Scheduled Hours – Total number of hours scheduled for all employees, from the labor schedule; includes Regular and Overtime hours.
Scheduled Payroll Value - The total value of Scheduled Payroll; from the Labor Productivity report.
Total Hours % of Scheduled = [ Actual Hours ÷ Scheduled Hours ]
Total Non-Management Hours Actual - Total number of hours worked by employees not defined as a "Manager"; from the Labor Productivity report.
Total Non-Management Value Actual - Total value of hours worked by employees not defined as a "Manager"; from the Labor Productivity report.
Variance GPLH = [ Actual GPLH - Scheduled GPLH ]

Note: When a location's "Business Day begins at" labor preference is set to start the business day after midnight, the following metrics will apply to hours scheduled after midnight (but prior to the start of the next business day) to the previous day.

BOH Hours Scheduled
FOH Hours Scheduled
Scheduled BOH Payroll Value
Scheduled FOH Payroll Value