Reading the Auto Glass Performance dashboard

A glass shop can be busy and still be losing money. Quotes go out and never come back, parts sit on a shelf waiting for an install date, insurers short-pay or bounce claims, and a windshield that leaks costs you the job twice. None of that shows up in a simple revenue total.

The Performance dashboard puts those numbers in one place: how much of your quoting turns into work, how fast work moves, how insurers treat your claims, what comes back, and what each job is worth. This article explains what each number means and, more importantly, what to do when one of them moves the wrong way.

You'll find it under Auto Glass → Performance. Anyone with the "Use Job Workflows" permission can open it. The gross margin figure also needs the "Cost Reporting" permission, so technicians can see how the shop is doing without seeing your costs.

When you'd use this

A weekly check-in. Five minutes every Monday on the last 7 or 30 days tells you whether anything needs attention before it becomes a pattern.
A monthly review with your team. Use Last month and walk through each section together.
Before a conversation with an insurer or administrator. First-time acceptance, rejection reasons and days to get paid are the numbers that belong in that conversation.
Coaching a technician or estimator. The per-person tables (close rate by estimator, comebacks by technician) give you facts instead of impressions.

If you want to know which specific customer owes you money, that's the aging report. This dashboard is about how the shop is running, not who to call.

How the page works

Dates and trends. Pick a range at the top: 7, 30 or 90 days, this month, last month, this year, or your own dates. Every headline number is compared with the period of the same length just before it, so "30 days" is compared with the 30 days before that. The small arrow under each number is green when things got better and red when they got worse. For comeback rate and days to install, down is better, and the colors account for that.

Filters. Next to the dates you can narrow everything by who pays (customer, insurance or fleet), by a team member (jobs they booked, estimated or installed), and by insurer. Filters apply to every number on the page. The page address remembers your choices, so bookmark "Insurance, last 90 days" if you look at it often.

Typical vs. average. Wherever you see "typical", it means the middle job: half were faster, half slower. That's deliberate. One windshield that waited six weeks for a back-ordered part would drag an average up and hide the fact that most jobs went fine. Look at "typical" first, and the average second.

The (i) buttons. Every number has one. Hover or tap it and it tells you in plain words exactly what is counted.

The six headline numbers

Number	What it tells you	Healthy direction
Close rate	Of jobs started in the period that got an estimate, the share approved.	Up
Days to install	For jobs installed in the period, the typical time from first call to install complete.	Down
Insurance accepted first time	Of claims the insurer has answered, the share accepted without ever being rejected.	Up
Calibration attach rate	Of installed jobs with a windshield camera or sensors, the share with a calibration on the estimate.	Up
Comeback rate	Comebacks opened in the period, divided by jobs installed.	Down
Average ticket	Everything billed on glass jobs, divided by the number of jobs billed.	Up

A few details matter when you read them:

Close rate only counts estimates over $0, and it shows how many are still waiting for a decision. A close rate for the last 7 days always looks low, because this week's quotes haven't been decided yet. Judge close rate on 30 days or more.
Insurance accepted first time leaves out claims still waiting for an answer, so a claim sent yesterday doesn't count against you.
Average ticket counts an insurance job once, even though it usually has two invoices (the deductible and the insurance portion).
Warranty comebacks are left out of close rate, speed and "How far jobs got". They're free re-work, and counting them would make both numbers look better than reality. They show up under Quality instead.

Section by section, and what to do about it

Pipeline

Open right now shows every open job by step, with how long the oldest one has been sitting there and how many are overdue. This one ignores the dates you picked; it's always today. Tap a step to jump to those jobs on the board.

What to do: a big pile on Approval with an old "oldest" means quotes are going stale. Call them or close them out; a quote that's been open for a month is a lost sale you haven't admitted yet. A pile on Payment usually means insurance money is slow, which the Insurance section will confirm.

How far jobs got follows the jobs started in the period and shows how many made it to each step. The biggest drop is where you lose work. For most shops that's between the estimate and approval, which is a pricing or follow-up question, not an operations one.

Close rate by who pays and by estimator break the headline number down. Insurance jobs normally close far higher than cash jobs, because the customer isn't paying most of the bill. So compare an estimator's cash close rate with the shop's cash close rate, not with their overall number.

Speed

Start to finish gives the typical time from first call to install, and to paid and closed. The "9 in 10 within…" line tells you how long your slowest jobs take. That's the number an unhappy customer remembers.

Time on each step shows where the days go. The note at the top names the slowest step. Two common patterns:

Schedule is slow. Parts are arriving but nobody books the install. That's a follow-up habit problem, not a supplier problem.
Payment is slow. That's insurance. It's expected to be the longest step, but it should be steady, not growing.

Insurance

This section only appears when the filter includes insurance jobs.

Claims sent, Accepted first time, Short-paid and Days to get paid cover claims in the period. "Short-paid" is what you billed an insurer minus what they paid, where they paid less.
Owed by insurers is what insurers owe you right now, grouped by how long ago each claim was sent: 0–30, 31–60, 61–90 and over 90 days. It also shows who owes the most, and how many rejected claims are waiting to be fixed and sent again.
Why claims were rejected lists the reasons insurers gave.

What to do: the rejection list is the most useful thing on this page. If "Missing loss date" or "Missing VIN" shows up more than once, that's a front-desk checklist problem you can fix this week. And every rejected claim sitting in "to fix" is money you've already earned and aren't collecting, so clear those first.

Parts

Waiting on parts is how many open jobs are held for parts right now, and how many are past the date the part was expected. Order to arrival is the typical time from ordering a part for a job to receiving it. Wrong or broken counts parts sent back because they were the wrong part, arrived damaged or broke during the install. Why parts went back lists every return by reason.

If "wrong part" keeps appearing, check how parts are being identified at the estimate. If "broke during install" keeps appearing, look at it together with comebacks by technician.

Quality

Comebacks by technician puts each person's comebacks next to how many installs they completed in the period. What caused them lists comebacks by cause: water leak, wind noise, stress crack, a camera or sensor fault, and so on.

Be fair with small numbers: one comeback out of eight installs is 12.5%, but it's still one job. Look for a cause that repeats for the same person over a couple of months before you draw a conclusion.

Camera and sensor calibration shows how many jobs with a windshield camera or sensors had a calibration on the estimate. It also shows how many were calibrated in-house, sent out to a partner, or declined by the customer, and whether the calibrations passed. A job counts as having a camera or sensors when the technician recorded a calibration (done here, sent out, or declined) or when the estimate included one.

What to do: a low attach rate is both lost revenue and a safety exposure. When a customer declines calibration, make sure you have their signed decline on file. The dashboard reminds you whenever there are declines in the period.

Revenue

Money in this period shows what was billed, the average and typical ticket, how much has been collected so far, and gross margin if you have the Cost Reporting permission. Billed by day/week/month charts it over time; hover or tap a bar for the details, or switch to Table for the exact figures. By who pays splits the money and average ticket by customer, insurance and fleet.

Gross margin only counts lines where your price list has a cost, and it tells you what share of sales that covers. If that share is low, add costs to your glass and parts in the price list before trusting the margin figure.

A 10-minute weekly routine

Open right now: anything overdue on Approval or Schedule? Follow up today.
Owed by insurers: any rejected claims to fix? Any claims over 60 days old? Chase them.
Why claims were rejected: the same reason twice? Fix the intake step that causes it.
Headline trends (30 days): any red arrow on close rate, days to install or comeback rate? Drill into that section.
Calibration: any declines this week without a signed form? Get it.

Common mistakes

Judging close rate on a short range. Recent quotes haven't been decided yet. Use 30 days or more, and look at the "waiting" count.
Reacting to one comeback. Small numbers swing hard. Look at the cause and the pattern over a couple of months, not one bad week.
Comparing estimators on overall close rate. Whoever handles more insurance work will always look better. Filter by who pays first.
Trusting margin before costs are entered. Lines without a cost are left out, so check the "cost known on…% of sales" note before you quote a margin to anyone.
Forgetting the filters are on. Every number on the page follows them. If something looks surprisingly low, check whether you left a team member or insurer selected.