Lead Time Is More Than Build Time
Customers hear "two weeks" as the day they'll have it. Your lead time has to cover everything between their yes and their pickup:
| Stage | What takes time |
|---|---|
| The deposit | Until it's paid, the job isn't real |
| Approvals | Drawings, proofs, samples and customer replies |
| Materials | Supplier lead times, delivery days and backorders |
| The queue | Jobs already ahead of this one |
| Build time | The hours on the work itself |
| Outside work | Powder coating, plating, engraving or another shop |
| Finish and cure | Drying, curing and assembly |
| Pickup or delivery | Packing, booking and shipping |
The build itself is often the smallest part.
Know Your Real Capacity
Capacity is the hours your people and machines can really give each week. Start with the hours you work. Take off what isn't production: quoting, admin, buying, cleaning and maintenance. What's left is what you can schedule.
Look at your bottleneck. If every job goes through one laser or one welder, that's your capacity, no matter how many other machines you have.
Then fill that capacity with the jobs you've already accepted. The first week with room is the soonest a new job can start.
Work Out the Lead Time
- Find the first week with enough room at the bottleneck for the job's hours.
- Add the days for material to arrive, if it's not in stock.
- Add outside work, and finish or cure time.
- Add a buffer for the things that always come up: a sick day, a broken tool, a late delivery.
- Round up to a day the customer can plan around.
Quote working days or a date, and say when the clock starts.
Start the Clock at the Right Moment
If the clock starts when you send the quote, a customer who takes two weeks to approve still expects the original date. Tie the start to something you control:
- When the deposit is received
- When the drawings are approved
- When both have happened
- When the order is accepted, for repeat work without drawings
"Lead time is 10 working days from when we receive your deposit and your approved drawing."
Plan the Week
Once a week, look at every open job:
- What's late or close to its date? Do those first.
- What's waiting on someone? Chase approvals, deposits and materials.
- What will each person and machine do this week? Don't book more hours than you have.
- What's coming next? Order material now for next week's jobs.
Keep a board with three columns: To Do, In Progress and Done. Everyone should be able to see what's next without asking.
Rush Jobs
A rush job takes someone else's spot. Price it that way, or don't take it.
| Ask yourself | If the answer is yes |
|---|---|
| Can I do it without moving another job? | Fine. Maybe a small rush fee. |
| Does it push back another customer's date? | Charge a rush premium, and tell the other customer now. |
| Does it need overtime or a weekend? | Charge a premium that covers it, paid up front. |
| Would it make me break a promise? | Say no. |
"We can fit it in by Friday. Because it's a rush, there's a premium on top and it's paid up front. Would you like me to book it?"
When You're Going to Be Late
You'll know before the customer does. Tell them early, with a new date and a reason. Don't wait for them to ask.
"Hi Alex, a heads-up: our powder coater is running behind, so your railing will be ready Tuesday instead of Friday. I'm sorry about that, and I'll confirm as soon as it's back."
A customer you tell on Monday is annoyed. A customer who finds out at pickup may not come back.
Keep Your Promises Realistic
Quoting a short lead time to win a job only works if you can keep it. When you're busy, a longer, honest date is better than a short one you'll miss. If a customer needs it sooner, that's what the rush premium is for.
Review your lead times every month or so. If you keep finishing early, you can shorten them. If you keep running late, lengthen them, or look at your capacity.
Do It in Customakr
- On each quote, set the Lead Time in days and Lead Time Starts When: deposit received, drawings approved, drawings approved and deposit received, or order accepted.
- Approved change orders can add days, and the job's lead time moves with them.
- Accepted quotes become work orders on the Job Board, in To Do, In Progress and Done. Time is clocked on each operation, with a warning before the quoted hours run out.
- The Operations Board opens with Needs Attention: late jobs, jobs coming due, quotes about to expire and people waiting on you. Shop Status shows each department, so you can see where work is slowing.
- On Pro and Team, Workflow Capacity shows what your open jobs ask of each department and machine over the next weeks, against the hours your people and machines can give. Set each machine's weekly hours, mark it out of service, and follow regular maintenance suggestions.
- On Solo and up, record each supplier's lead time and delivery days in Suppliers, so you know how long material takes before you promise a date.
Checklist
- My lead times cover approvals, materials, the queue, outside work and pickup.
- I know my weekly capacity at the bottleneck.
- I add a buffer before I quote a date.
- Every quote says when the lead time starts.
- I look at every open job once a week.
- Rush jobs are priced and paid up front, or I say no.
- I tell customers about delays early, with a new date.