We build a system that collects labour data from the shift plan to the time-and-attendance terminal, from overtime to piece-rate incentives, and prepares the file that goes to payroll matched against production records. Who has earned what is visible clearly enough that objections become unnecessary.
In a shift-based factory, month-end is the accounts team's most tense day. Terminal logs sit in one file, leave and sick-note information somewhere else, overtime approvals in the supervisor's notebook, and the incentive calculation in the production manager's Excel. These pieces are stitched together at month-end into a single list. Because the merge is done by hand, it takes a long time and its accuracy depends on the attention of whoever does it.
The second, quieter problem is on the incentive side. In a piece-rate or production-bonus arrangement, a worker's earnings rest on production records: how many metres woven, how many kilos processed, how many units packed, in which shift the scrap was logged. In most factories this data lives in a separate arrangement on the production side and never matches the timesheet. When the two sides' numbers disagree at month-end, the matter turns into an argument — and the side holding the records usually wins it.
The system we build brings both sides onto the same ground. The shift plan is defined in the system, terminal data is collected automatically, leave and absence run in the same record; quantities on the production side are linked to shift and person, and the incentive rule is applied to that data. The result is a per-person earnings list that can be explained line by line: which day, which shift, which production, which rule, how much. When an objection comes, everyone knows where to look.
The limits of this system need stating plainly: it does not interpret payroll legislation and does not replace payroll calculation. How overtime is remunerated, which payment falls under which item and the statutory deductions are the business of your accountant and your payroll software. The layer we build collects the data correctly, calculates according to your rule and delivers a traceable file in the format the payroll side expects. Moving data correctly and interpreting legislation are different jobs, and keeping that distinction is in your interest too.
Facilities working two or three shifts, where shift changes and absence disrupt the plan daily. Seeing the gap between plan and actual daily, rather than at month-end, directly affects both labour cost and the production plan.
Businesses such as weaving, garment making, packing and assembly, where output can be measured per person or per machine. When incentives make up a significant share of a worker's income, the transparency of the calculation stops being an accounting matter and becomes a matter of industrial peace.
Companies that outsource part of the work or take on work as subcontractors. When payment depends on delivered quantity and quality, the link between production record and payment has to be established.
Factories that want to know the true cost of an order. Labour is the cost item most often filled in by guesswork; when timekeeping and production data are matched, it stops being a guess.
Shift patterns, teams and rotations are defined; plan and actual are compared. Absence, late arrivals, early departures and shift swaps are visible daily. Off-plan situations land on the supervisor's screen without waiting for month-end.
Raw data from card, fingerprint or facial-recognition terminals is collected, duplicate and missing reads are cleaned, and the data is interpreted against shift rules. The terminal's raw record is retained; when a correction is made, who changed what stays on record.
Overtime requests and approvals, leave requests and certified sick days run in the same system. Unapproved overtime does not enter the calculation; the approval chain is on record. Annual leave balances are tracked and listed at period end.
Incentive rules are defined to match your practice: per person, per machine, team-based, conditional on quality and scrap, or tiered. The calculation is made against production records and can be explained per person, line by line. When a rule changes, past-period calculations are preserved; the new rule applies from the new period.
Labour becomes allocatable by work order and product, so an order's labour cost is built from records rather than estimates. If you have a production tracking system it feeds from there; if not, the minimum necessary record-keeping is set up together.
A transfer file is produced in the format your payroll software expects. A per-person earnings statement, day by day and line by line, is also produced; when an objection comes, the discussion runs on records, not memory.
Together we map how timesheets and incentives are calculated today, which files are merged and what the rules actually are. This step usually surfaces rules that are applied but never written down; putting them in writing is the most valuable half of the job.
Data collection from the attendance terminals is set up, and the level of detail in production records is reviewed. If the breakdown needed for the incentive calculation is missing, we discuss how to enrich the production record; sometimes that means a terminal, sometimes just adding a field.
Shift, overtime and incentive rules are written into the system. For at least one period it runs in parallel with the current method and the results are compared. Every divergent item is examined one by one; the difference is usually not a system error but ambiguity in the old method coming to light.
Overtime and leave approvals go live. We decide together whether to open a view where employees can see their own earnings; transparency reduces objections, but the calculation must be settled first.
The file format the payroll side expects is finalised, the transfer is set up and verified together with your accountant. The system is handed over to your team; how rules are updated and how period close runs is left in writing.
No. Your payroll software stays in place; this system prepares the data that goes to it. Timekeeping, overtime and incentive calculations rest on production reality, and that data lives inside the factory. We collect the data correctly, calculate according to your rule and deliver it in the format the payroll side expects. We do not interpret payroll legislation; that distinction is deliberate and works in your favour.
That is normal, and the system is built accordingly. Rules are not buried in code; they are held as defined data. Tiered, team-based, quality- or scrap-conditional setups can be defined. When a rule changes, past periods are preserved and the record shows which calculation was made under which rule version. That is where the real benefit lies: rule changes no longer trigger retrospective arguments.
Most terminals offer some export route; data can be taken via a file, a database or the manufacturer's interface. During discovery we examine the device model and what it offers. If a device cannot be read, we say so upfront and set out the options with their costs; we only recommend replacing hardware when it is genuinely necessary.
Experience usually shows the opposite: an open calculation reduces objections, because the discussion runs on records rather than memory. Still, this is a management decision and building the system does not make it compulsory. Our recommendation is to let the calculation settle for a period or two first, then open up transparency.
It can. Subcontract earnings follow the same logic once tied to delivered quantity and quality records. Subcontractor tracking can also be handled as a separate workstream; we decide which fits your setup during discovery.
Shift plans and actuals tracking; cleaned and interpreted attendance data; approval-based overtime and leave workflow; incentive calculations matched to production records; per-person earnings statements explained line by line; and the transfer file that goes to payroll. Everything produced, including source code and rule definitions, is one hundred per cent yours.
In a 30-minute discovery call we listen to what you need and tell you honestly whether custom development or an off-the-shelf product is the better answer.
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