Executive KPI
Sales Gap Target vs Achievement · bags, with MT in parentheses · 1 bag = 50 kg · 1,000 kg = 1 MT
Production vs Sales Target (MT)
Management Waterfall Planned Production → Operational Impact → Actual → Recovery → Cause-Adjusted
Each step is an analytical estimate built from the plan and the normal baseline model. Not an accounting statement.
Actual Production vs Planned Production
Actual
Planned Production
Statistical Trend Reference
Operational event window
Operational Event Timeline
Management Alerts
Executive Insight Panel
The answer — why production fell short of plan, and whether it is factory-related
Month-wise Diagnostic
Month → Date-wise Analysis with Gap
Gap = Actual − Expected (for Production that is Actual Production − Planned Production). Factory = cement shortage, packer, silo, belt, mechanical,
electrical, power, iBOS, labour. Distribution = truck shortage, trawler, barge loader. External = rain, holiday, inspection.
Coincidence of a gap with documented issue hours is association, not proven cause.
Monthly Performance Raw → Operational → Recovery → Adjusted → Unexplained
Adjusted Performance is a counterfactual estimate (Actual + estimated Unrecovered Operational Impact), not recorded production.
Monthly Cause-Adjusted Performance
Actual
Planned Production
Cause-Adjusted estimate
ACCL 3-Month Production Diagnostic
Operational Impact by Event
Combined vs Individual Impact double-count control
Daily Variance Actual − Expected
Above plan
Below plan
Zero line (expected)
Recovery Analysis
Impact vs Recovered vs Unrecovered
Estimated impact
Recovered
Unrecovered
Lost vs Deferred vs Recovered
Trend
Actual
Revenue (BDT) — right axis
Planned Production
Statistical Trend Reference
Operational impact — factory
Operational impact — distribution
Operational impact — mixed
Operational impact — external only
Above plan (no impact)
Bars = that day's operational impact (Expected − Actual, where the day closed below plan and
documented issue hours exist), coloured by cause. The teal line is daily sales revenue (BDT) on the right-hand axis —
it shows the same shape whichever metric is selected above. Hover a bar or point for the full detail; click to open the date.
Date-wise Analysis
Rows are grouped by month. Click a month row to expand or collapse its dates.
Click any date row to open the date detail drawer (expected source, comparable days, event, recovery).
Gap = Actual − Expected. For Production that is Actual Production − Planned Production (the sheet's own plan). Operational issue hours come from the day-wise
Plan vs Actual Delivery gap sheet. A negative plan gap that coincides with documented issue hours is not
by itself proof of cause. Note: every one of the 92 days carries at least one documented issue in that sheet,
so coincidence alone does not discriminate — read the issue hours and the correlations instead.
Plan gap vs Documented Issue Hours month-wise
Plan gap below plan (left axis)
Above plan (left axis)
Documented issue hours (right axis)
Scatter — Operational Issue Hours vs Plan gap X axis:
Day below plan
Day above plan
Fitted line
Zero-gap reference
Each dot is one day, plotted separately for each month. A negative slope means more documented
issue hours go with a larger shortfall — association, not proven cause.
Issue Category Analysis month-wise
Correlation is Pearson r between that category's daily hours and the daily plan gap over the
selected period (negative = more hours associated with a larger shortfall). Correlation is not causation.
Day-wise Gap Detail
Expected Source per day, transparent
Hierarchy: L1 same day-of-week normal median → L2 rolling 7/14/28-day normal median →
L3 monthly normal median → L4 overall day-of-week-adjusted median. Disrupted and excluded days never enter the baseline.
Day-of-Week Normal Profile
7-Day Normalized Trend actual vs normalized plan
Baseline Confidence Distribution
Analytical Settings
Severity weights (used in Impact Score)
Impact Score = Severity weight × |Deviation %| × Duration factor, where Duration factor = affected days ÷ 10.
All three components are shown in the Operational Impact table.