NC Line

Published 23 August 2026, updated 5 September 2026

A metal manufacturer with three hundred employees runs the company on clearly defined KPIs. The numbers, however, were carried to meetings by hand from the ERP via Excel. SBID built a data model on ERP KARAT and, on top of it, reports for twelve areas of the business. Each of the 37 KPIs now has a target, a plan and a year-on-year comparison in one place, and production sees OEE down to individual workstations.

Problem: numbers out of date before they reached the meeting

NC Line had its KPIs well defined, from productivity through scrap rate to delivery reliability. The data, though, was pulled from the ERP, recalculated in Excel and only then pasted into a presentation for the monthly meeting. Each department kept its own calculation, so the same metric differed between units and part of every meeting went on arguing whose number was right.

Solution: one data model and a report for every department

SBID built a shared data model on ERP KARAT with close to fifty tables and a targets-and-plans table the business maintains itself. On top of it run reports for twelve areas of the company, all with the same structure: value, target, gap to target and comparison with last year.

• Sales: quote win rate, order profitability, new customers and receivables
• Production: downtime, cost of poor quality, productivity and working time utilisation
• Purchasing and warehouses: supplier OTIF, stock turnover, lead time and stocktaking differences
• Quality: internal DPPM, nonconformities and complaints
• Maintenance: preventive maintenance plan fulfilment, response time and costs
• HR: headcount, turnover, absence and workplace injuries
• Management: EBITDA, OPEX, revenue and productivity in one dashboard

OEE and capacity for production

Production has its own OEE model. Availability, performance and quality break down to individual workstations, from the laser through bending to the paint shop, and downtime carries its own causes, so it is clear how many hours went to setup, colour changes or unprepared work. Capacity planning stands on the same data: hours required by the sales plan against the real working-time fund, subcontracting included.

Result: a company run on numbers, not impressions

• 37 KPIs with a target, a plan and a year-on-year comparison in one place
• Numbers no longer contradict each other between departments; every report draws on one model
• Foremen see where capacity is lost and maintenance knows where to aim preventive work
• Planning sees uncovered capacity before it turns into a delay
• The monthly meeting runs on a live report, not an export pasted into slides
• Targets and plans are changed by the business itself, without touching the reports