Business Analysis

Metrics Inventory

What gets measured, how it's tracked, where the gaps are, and what should be measured. Framed around ROCE — aligned with the trading metrics tree.

From the discovery session

Business Goals

What the operation needs to achieve — drawn from the Rebecca Roberts discovery session (2 Apr 2026).

Safety & compliance
Reduce litigation risk from workplace accidents
SOPs followed in practice, not just signed. Incidents prevented through culture, not just procedure.
Current: SOPs exist as paper sign-off exercises. No incident logging, no near-miss reporting, no observational audits.
Safety & compliance
Zero preventable accidents
Proactive hazard identification and resolution. Near-miss reporting as a leading indicator.
Current: Hazards visible on walkaround. No structured inspection process. Complacency cited as root cause.
Throughput
Optimise production throughput beyond baseline
Understand the marginal value of 22–24 tons/day vs the current 20 tons/day baseline.
Current: 20 tons/day consistently achieved. Production bonus always hit, providing no incentive signal.
Throughput
Know when Chadwick's covers its fixed costs
Monthly production tracked against breakeven threshold. Clear visibility of when processing margin turns positive.
Current: Breakeven threshold known conceptually. Not tracked as a live metric against actual production.
People
Reduce staff turnover
Break the cycle of recruit → under-train → low confidence → leave. Retain experience on the floor.
Current: High turnover with approximately 6–8 week recruitment cycles. Turnover rate not actually measured.
People
Improve staff morale and engagement
Create an environment where people want to do the work. Shift from "ticking a box" to genuine ownership.
Current: 35 feedback forms collected. "That's not my job" mentality prevalent. No daily goals or team structure.
Cost
Track production costs that aren't visible today
Energy, chemicals, consumables, effluent, and overtime tracked per kg of production.
Current: Individual cost lines not tracked or normalised against production volume.
Quality
Maintain quality alongside throughput
First-pass quality rate measured. Output is a goal, but quality is paramount.
Current: Quality issues handled reactively. No first-pass yield measurement or rework tracking.
Outcomes

Lagging Indicators

Results metrics. These tell you how the operation performed, but by the time they move it's too late to change course.

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Processing Margin
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Incident Rate
?
Staff Turnover
~20t
Daily Throughput
?
Variable Cost/kg
Financial Outcomes
Metric
Current
Target
How Tracked
Status
Processing margin
Revenue from scouring minus direct costs
Not consolidated
Improving
Fee revenue in Dynamics GP. Cost breakdown not visible
Partial
Monthly breakeven position
Actual production vs fixed-cost breakeven threshold
Not tracked
Above breakeven
Threshold known conceptually. Not monitored against actual output
Gap
Claims and insurance cost
Accident claims plus insurance premium trend
Premiums known
Reducing
Insurance premiums in accounts. Claims handled by insurers. Trend not monitored
Partial
Variable cost per kg
Energy + chemicals + consumables + overtime per kg processed
Not tracked
Target range
Not tracked. Individual cost lines not normalised against production
Gap
People Outcomes
Metric
Current
Target
How Tracked
Status
Staff turnover rate
% of staff leaving per period
Not tracked
Reducing
Not measured as a rate
Gap
Probation pass rate
% of new starters completing 12-week probation
Not tracked
Improving
12-week probation exists but completion rate not measured
Gap
Cost per hire
Agency fees + management time + training investment per vacancy
Not tracked
Reducing
Not tracked. Mix of agency and in-house recruitment
Gap
Predictive

Leading Indicators

These move before the outcomes do. Watch these to change course before it's too late.

Safety Leading Drives: Incident Rate, Claims Cost
Metric
Current
Target
How Tracked
Status
Near-miss reports
Hazards and near-misses reported before becoming incidents
Not tracked
Increasing
No reporting mechanism exists
Gap
Workplace condition score
Structured assessment of cleanliness, hazards, tidiness
Not measured
Improving
Informal walkarounds only. No scoring
Gap
SOP compliance rate
% of staff following procedures in practice
Not measurable
>95%
SOPs signed but not observed. Supervisor too busy scouring to audit
Gap
Shift handover completion
Structured handover at supervisor and operative level
Supervisors only
All departments
Supervisors hand over. Operatives do not
Partial
People Leading Drives: Turnover, Engagement, Safety Culture
Metric
Current
Target
How Tracked
Status
Employee engagement score
Composite feedback measure across themes
35 forms (unanalysed)
Improving
35 feedback forms collected. Not yet analysed
Partial
Training completion rate
% of required training completed per role
Not tracked
100%
Training is informal and varies by shift
Gap
Competency framework coverage
% of roles with defined junior/mid/senior levels
Not started
100%
JDs exist but no competency framework
Gap
Cross-training depth
Number of roles each person can competently cover
Not tracked
≥2 roles
Roles currently fixed. Minimal flexibility
Gap
Inter-shift collaboration
Quality of working relationship between shifts
Poor (per feedback)
Improving
Identified in feedback forms. Not quantified
Gap
Day-to-day

Operational Metrics

The measures that tell you how things are running right now.

Production
Metric
Current
Target
How Tracked
Status
Production throughput (kg/day)
Total clean wool produced per day across all shifts
~20 tons/day
22–24 tons
Known informally. Bonus threshold at 20t. Not trended digitally
Partial
Output per shift (kg)
Production volume per 8-hour shift
Not tracked
Per shift target
No shift-level measurement
Gap
Scouring line uptime %
% of available time the line is running
Not tracked
>85%
No downtime logging
Gap
Breakdown frequency and duration
Unplanned stoppages per shift by cause
Not tracked
Reducing
Known informally. No logging of events, causes, or resolution time
Gap
Blend changeover time
Time lost switching between wool types
Not tracked
Minimise
Not logged
Gap
Quality
Metric
Current
Target
How Tracked
Status
Yield (greasy to clean %)
Clean wool recovered from greasy input. Typically 55–75%
Per blend
Optimise
WTS BLEND_RESULTS
Tracked
Expected vs actual yield variance
Purchase estimate compared to scouring result
Data exists
Minimise
PURCHASE_ITEMS vs BLEND_RESULTS. Not systematically compared
Partial
Yield by wool type
Average yield per wool type and source
Not aggregated
Ranked view
Individual blend results exist but not analysed by type
Gap
First-pass quality rate
% of output meeting specification without rework
Not tracked
>95%
Quality issues handled reactively. No measurement
Gap
Cost
Metric
Current
Target
How Tracked
Status
Energy cost per kg
Gas and electricity per kg processed
Not tracked
Target range
Utility bills exist. Not normalised per kg
Gap
Chemical/consumables cost per kg
Detergent and scouring chemicals per kg
Not tracked
Target range
Purchase invoices exist. Not linked to production volume
Gap
Effluent discharge levels
Discharge water quality. Regulatory compliance metric
Not reported
Within limits
Regulatory requirement exists. Not currently reported
Gap
Overtime hours per week
Hours beyond standard time
Not tracked
<30 hours
Target exists but not monitored
Gap
Maintenance cost per kg
Repair and planned maintenance normalised by production
Not tracked
Stable/reducing
Invoices exist. Not linked to production volume
Gap
By-products
Metric
Current
Target
How Tracked
Status
Wool grease recovery rate
Kg grease recovered per tonne of greasy wool
Not tracked as rate
Optimise
Total volume known (~120t/yr). Not normalised against input
Gap
By-product segregation quality
How cleanly by-products are separated during scouring
Not measured
Improving
Not measured. Depends on operative care and equipment
Gap
Recommendations

Proposed New Metrics

Priority metrics to implement first, based on the discovery session and the operations improvement pyramid.

Priority 1 — Safety Foundation Start here. These directly address litigation risk
Metric
Why
Effort
Priority
Near-miss reporting
Simple mechanism for floor staff to flag hazards
Leading indicator of safety culture. If it goes up, incidents go down
Low
Critical
Workplace condition walkaround
Structured weekly inspection with scoring
Makes the invisible visible. Creates accountability for environment
Low
Critical
Incident logging
Structured record of all workplace incidents with cause coding
Cannot reduce what you don't measure. Baseline required
Low
Critical
Priority 2 — Production Visibility Make throughput and cost visible at shift level
Metric
Why
Effort
Priority
Shift-level output tracking
Kg produced per shift, trended over time
Enables shift comparison and goal-setting. Foundation for daily standups
Medium
High
Breakeven dashboard
Monthly production vs fixed-cost threshold, live
Tells everyone when the operation starts making money
Medium
High
Breakdown logging
Unplanned stoppages by cause, duration, and shift
Identifies training needs and equipment issues. Night shift data will be telling
Low
High
Priority 3 — People Metrics Measure the cultural foundation
Metric
Why
Effort
Priority
Turnover rate and reason coding
Track departures with categorised reasons
Makes the business case for culture investment measurable
Low
Medium
Feedback analysis baseline
Analyse 35 forms into affinity-mapped themes
Creates the workstream structure for improvement initiatives
Low
Medium
Shift handover checklist
Structured handover at operative level, not just supervisor
Closes information gaps between shifts. Low effort, high signal
Low
Medium