Roofing
Roofer Productivity Calculator
Measure crew output in squares per day against what the crew costs.
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
- Roof complexity, since hips, valleys and dormers slow a crew far more than area does.
- Pitch, which above a certain point requires staging and slows everything.
- Weather and heat, which reduce output on the days work is possible.
Where this one goes wrong
Comparing squares per day across different roof types. A crew on a plain gable and the same crew on a complex roof produce very different numbers and neither is a performance signal.
Questions
About this calculator
What is a reasonable squares per day figure?
It depends so heavily on pitch, complexity and material that a general figure is not useful. Track your own by roof type and the comparison becomes meaningful.
Does crew size scale linearly?
Up to a point, then people wait on each other and on the loading. The productive crew size varies by roof and is worth finding rather than assuming bigger is faster.
How much does heat affect output?
Substantially, and it is a safety issue before it is a productivity one. Summer schedules that ignore it produce both slower work and incidents.
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 5.
- Rate charged per hour ($). Enter your own figure; the page starts at $95.
- Cost per paid hour ($). 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 | 5 |
| Rate charged per hour | $95 |
| 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 | 308 |
| Revenue those hours would have carried | $29,260 |
| What the unbilled hours cost in wages | $10,472 |
65.0% of the paid day reaches an invoice. The rest is 308 hours a month, costing $10,472 in wages and carrying $29,260 of revenue that never happened.
How sensitive the answer is
Holding everything else steady and changing only rate charged per hour, this is what happens to billable share of the day. It is worth knowing which of your inputs the answer actually hinges on, and which barely move it.
| Rate charged per hour ($) | Billable share of the day |
|---|---|
| $48 | 65.0% |
| $71 | 65.0% |
| $95 example above | 65.0% |
| $143 | 65.0% |
| $190 | 65.0% |
Every other input is held at the example value while this one changes, which is not how a real job behaves. Treat it as a guide to which number matters most, not as five separate quotes.
What each figure means
- Paid hours per day
- A number, between 0 and 24, starting at 8.
- Hours that reach an invoice
- A number, between 0 and 24, starting at 5.2.
- Number of technicians
- A number, between 0 and 500, starting at 5.
- Rate charged per hour ($)
- A money amount, starting at $95.
- Cost per paid hour ($)
- 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. |
What this cannot see
Material quantities assume a clean rectangular plane and the waste factor you enter. Valleys, hips, dormers, penetrations and a steep pitch all raise real waste, and a tear-off frequently uncovers decking that was not in the quote.
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.