How much more you could sell before buying anything.

A line that is full at eighty percent is not the same as a line that is full. Before the quote for another machine or another building, this prices the hours already sitting inside the asset you have.

Hours you pay for and do not produce in

Out of 0 scheduled hours a year

Producing 0%Headroom 0%

Unplanned downtime0 hrs
Changeover and setup0 hrs
Everything else0 hrs

Fill in the fields below and the figure will appear here.

01 What you already pay for

Line or work centerOptional. Anything that tells you which line this sheet is about

Shifts per dayOn this line, on a normal day

Paid hours per shiftWhat you pay for, not what the schedule board says

hrs

Operating days per weekDefault 5

days

Operating weeks per yearDefault 50

wks

02 Where those hours actually go

Unplanned downtime per weekBreakdowns, waiting on parts, waiting on a decision

hrs

Changeover and setup per weekPlanned time, last part off to first good part on

hrs

Everything else per weekEstimateMeetings, cleanup, waiting on material, the short stops nobody logs. This one you will have to judge rather than look up

hrs

03 What an hour of running is worth

Could you sell more if you could make more?Yes if you are quoting long lead times, turning work away, or have demand waiting. No if the constraint is orders rather than capacity, in which case the headroom is real but it is not money yet

Good units per hour when runningNormal throughput, not nameplate

/hr

Contribution margin per unitPrice minus material and variable cost, not full standard cost

$each

04 What recovering some of it is worth

If you got back 40% of those hours40%Nobody recovers all of it. Move the slider to see what each level is worth on this line, and compare that against what the new machine costs

Additional margin, per year

That is 0 hours, or about 0 extra shifts a year, out of equipment you already own and staff you already pay.

This sheet prices one line, not the whole plant. Capacity is only ever constrained in one place at a time, so a plant wide average hides the bottleneck rather than finding it. Run it on the line you believe is the constraint. Working out whether that is really where the constraint sits is what the audit is for.

How this is calculated, and what it leaves out

What it counts. Scheduled hours, less the hours lost to downtime, changeover and everything else. What is left is producing time. The gap is capacity you are already paying for and not using.

Why the recovered hours carry no extra labor cost. The crew is already there and already paid across the full schedule. An hour recovered inside those scheduled hours produces sellable output without adding payroll, which is why the value is contribution margin rather than margin less wages. Adding shifts is a different question and this sheet does not answer it.

Why the demand question gates the dollars. Capacity only becomes money if there is something to sell. If your constraint is orders rather than hours, the headroom is still real, but it is hours rather than revenue, and the honest answer is to fix demand first. The sheet reports hours either way.

What it deliberately leaves out. Quality losses that consume good hours making bad parts, speed losses where the line runs below rate rather than stopping, yield, and any constraint sitting upstream or downstream of this line. A full equipment effectiveness study counts those. This does not.

Overlap warning. The downtime and changeover hours here are the same hours the other two sheets price. Those sheets ask what the losses cost. This one asks what the unused capacity is worth. They are two views of the same hours, so do not add the results together.

On the recovery figure. It is arithmetic, not a promise. It shows what a given percentage is worth so you can weigh it against the cost of buying capacity instead.

So the figure is a floor rather than a ceiling. It is built to survive an argument with a controller, not to be impressive.