Service
Business Intelligence & Reporting
Know what matters. Act sooner. Perform better.
Purpose
The value is not the dashboard. The value is the decision.
Most businesses already have data. The problem is that it sits across systems, spreadsheets and departments, so different teams use different numbers and meetings become debates about whose figures are right.
Reporting exists so people can see what is happening, understand what needs attention and decide what to do next. That only works when the definitions, the model and the ownership behind the numbers are sound.
The dashboard is the visible part. The value is the decision-making system underneath it.
How it is done
Start with the question the business is trying to answer.
Every report works backwards from a decision: the KPI definitions, business rules, data model and source systems required to support it. Then we agree who owns each measure, so reporting drives action rather than discussion.
A Johnstone Business Intelligence report should answer five questions:
- 01
What happened?
- 02
Is it good or bad?
- 03
Why did it happen?
- 04
What needs attention?
- 05
Who owns the action?
Example report
Maintenance Performance Dashboard
Availability
87.4%
Unplanned downtime
41.5 hrs
Schedule compliance
76%
Production attainment
92.6%
Lost tonnes
14.2 kt
Weekly performance trend — availability
Target 92%Top contributors to downtime (hrs / lost tonnes)
- Crusher CR-0212.4 hrs / 4.8 kt
- Conveyor CV-1189.1 hrs / 3.5 kt
- Haul truck HT-4077.6 hrs / 2.9 kt
- Screen SC-065.2 hrs / 2 kt
- Pump PU-3113.4 hrs / 1.3 kt
Production impact — week
171.3 kt
Actual tonnes
185.5 kt
Target tonnes
14.2 kt
Lost tonnes
42.5
Tonnes per available hour
The 41.5 hours of unplanned downtime this week directly translates to lost production. Crusher CR-02, Conveyor CV-118 and Haul truck HT-407 account for the majority of both the downtime and the missed tonnes.
Cost impact — week
$220k
Direct cost
14.2 kt
Lost tonnes
Lost production value, corrective labour and parts
Action required
Review recurring failures on CR-02 and clear overdue corrective work on CV-118 before next week's schedule is locked. Protecting available hours protects production tonnes.
Asset-level drilldown
| Asset | Events | MTTR | Cost | Status |
|---|---|---|---|---|
| Crusher CR-02 | 6 | 2.1 hrs | $84k | Recurring failure |
| Conveyor CV-118 | 4 | 2.3 hrs | $61k | Overdue corrective |
| Haul truck HT-407 | 3 | 2.5 hrs | $47k | Monitor |
| Screen SC-06 | 2 | 2.6 hrs | $28k | Monitor |
Example report built for illustration. Sample numbers only — not a client result.
What happened?
Availability dropped this week and unplanned downtime increased.
What drove the result?
A small number of assets contributed most of the downtime, alongside deferred work and a shift in production mix.
What is the business impact?
The issue affected production output, maintenance scheduling and cost. 41.5 hours of unplanned downtime translated to roughly 14,200 lost tonnes and a $220k direct cost impact.
What needs attention?
Recurring failure patterns and overdue corrective work.
Who owns the action?
The right team can be assigned responsibility because the measure is clearly defined.
One KPI rarely belongs to one team
- Origin / owner
- Accountable or primary influence
- Contributes to or uses
| KPI | Origin | Production | Maintenance | Safety | Finance | Supply Chain | HR / People | Customer |
|---|---|---|---|---|---|---|---|---|
| Cost per tonne | Finance | · | · | · | ||||
| Unplanned downtime impact | Maintenance | · | · | |||||
| OEE (Overall Equipment Effectiveness) | Production | · | · | |||||
| Safety incidents per shift produced | Safety | · | · | · | ||||
| Schedule-to-actual performance | Maintenance | · | · | |||||
| On-time in-full | Supply Chain | · | · | · | ||||
| Inventory days on hand | Supply Chain | · | · | · | ||||
| Overtime as % of base hours | HR / People | · | · | |||||
| Forecast versus actual EBITDA (Earnings Before Interest, Tax, Depreciation and Amortisation) | Finance | · | ||||||
| Customer complaints per 1,000 orders | Customer | · | · | · |
Example matrix, not an exhaustive list. The point is not to track more measures. The point is to make the right measures clear, owned and useful.
Outcome
Reporting becomes part of how the business runs.
Teams know where the numbers come from. Leaders trust what they are seeing. Meetings focus on action. Problems become visible earlier. The business spends less time producing reports and more time improving performance.
- One source of truth
- Fewer disputed figures
- Less manual reporting
- Clear KPI ownership
- Better operational visibility
- Faster decision-making
- Stronger accountability
- Reporting the team can maintain