Plumbing
Plumber Productivity Calculator
Measure what a plumber produces in sold hours and completed jobs against what they cost.
Result
Not all unbilled time is waste. Travel, restocking, training and warranty calls are necessary and will never be zero. The useful question is whether the share is drifting, not whether it reaches 100%.
Get a Free Business AuditWhat moves the number
- Billable hours produced rather than hours worked.
- First visit completion rate, since a return trip consumes a slot twice.
- The work they are dispatched to, which shapes the outcome.
Where this one goes wrong
Ranking plumbers on revenue without accounting for what they were sent to. Dispatch decides much of the result, and a league table that ignores it measures the scheduler.
Questions
About this calculator
What is the fairest measure?
Sold hours produced alongside first visit completion and callback rate. Revenue alone rewards whoever gets sent to the large jobs.
How do I raise productivity?
Remove obstacles rather than push harder. Parts on the van, better booking information and tighter routing each convert paid hours into sold ones.
Should productivity affect pay?
It can, carefully. Incentives tied to revenue can encourage unnecessary work, which is a reputational risk. Tying them to completed jobs and low callbacks is safer.
The formula
utilisation = billed hours / paid hours
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How to use this calculator
- Paid hours per day. Enter your own figure; the page starts at 8.
- Hours that reach an invoice. Enter your own figure; the page starts at 5.2.
- Number of technicians. Enter your own figure; the page starts at 3.
- Rate charged per hour ($). Enter your own figure; the page starts at $135.
- Cost per paid hour ($). Wage plus burden.
- Working days per month. Enter your own figure; the page starts at 22.
The result updates as you type, so you can try a figure, see what it does to billable share of the day, and change it back. Nothing you enter is sent anywhere or saved.
A worked example
These are the figures the calculator opens with. Every number in the results column below is produced by the same calculation the page runs, so you can follow it through before putting your own figures in.
What goes in
| Input | Value |
|---|---|
| Paid hours per day | 8 |
| Hours that reach an invoice | 5.2 |
| Number of technicians | 3 |
| Rate charged per hour | $135 |
| Cost per paid hour | $34 |
| Working days per month | 22 |
What comes out
| Result | Value |
|---|---|
| Billable share of the day main result | 65.0% |
| Unbilled hours per month | 185 |
| Revenue those hours would have carried | $24,948 |
| What the unbilled hours cost in wages | $6,283 |
65.0% of the paid day reaches an invoice. The rest is 185 hours a month, costing $6,283 in wages and carrying $24,948 of revenue that never happened.
How sensitive the answer is
Holding everything else steady and changing only rate charged per hour, this is what happens to billable share of the day. It is worth knowing which of your inputs the answer actually hinges on, and which barely move it.
| Rate charged per hour ($) | Billable share of the day |
|---|---|
| $68 | 65.0% |
| $101 | 65.0% |
| $135 example above | 65.0% |
| $203 | 65.0% |
| $270 | 65.0% |
Every other input is held at the example value while this one changes, which is not how a real job behaves. Treat it as a guide to which number matters most, not as five separate quotes.
What each figure means
- Paid hours per day
- A number, between 0 and 24, starting at 8.
- Hours that reach an invoice
- A number, between 0 and 24, starting at 5.2.
- Number of technicians
- A number, between 0 and 500, starting at 3.
- Rate charged per hour ($)
- A money amount, starting at $135.
- Cost per paid hour ($)
- Wage plus burden.
- Working days per month
- A number, between 0 and 31, starting at 22.
What the results tell you
| Result | What it is |
|---|---|
| Billable share of the day | The headline result. A percentage. |
| Unbilled hours per month | A number. |
| Revenue those hours would have carried | A money figure. |
| What the unbilled hours cost in wages | A money figure. |
Before you rely on this number
Pipe sizing, flow and pressure figures depend on the actual fittings, the run, the material and local code. Code requirements vary by jurisdiction and override any general calculation, so check what applies where the work is happening.
Estimating is the easy part
The jobs you never hear about cost more than the ones you mis-measure. BDEVY builds the marketing, systems and automation that bring them in.