Maintenance Records & Work Orders · Excel template
Free Technician Productivity Log
A per-technician record comparing labour hours billed to hours actually clocked on repair orders — the number that tells you whether shop capacity is the real bottleneck.
Built and reviewed by the FleetOpsClub research team. Preview it free below. Enter your name and email to unlock the full template and the editable spreadsheet — a CSV that opens in Excel, Google Sheets, or Numbers.
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What you get
- A daily row per technician with clocked hours and billed hours against completed work orders
- A derived productivity percentage — billed over clocked — per technician per period
- A non-billable time category, so training, cleanup, and waiting-on-parts don't silently deflate the number
- A trend view across weeks, since a single bad day tells you little
- A comparison line across the shop, so a genuine outlier is visible against the team's normal range
How to use it
- 1
Log clocked hours from time-tracking and billed hours from completed work orders for each technician, for the same period, so the ratio is comparing like with like.
- 2
Categorise non-billable time explicitly — training, vehicle unavailable, waiting on parts — rather than letting it silently drag the productivity percentage down with no explanation attached.
- 3
Calculate the productivity percentage per technician per week rather than per single job, since job-to-job variation is normal and the week is where a real pattern shows.
- 4
Track the trend across several weeks before treating a low number as a performance issue — a new technician or an unusually parts-delayed week looks the same as low productivity on a single snapshot.
- 5
Compare technicians against the shop's own normal range, not an external benchmark — a shop doing complex diesel work and one doing light-duty PM have different realistic ceilings.
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Technician Productivity Log
A reasonable productivity target depends heavily on the type of work your shop does. Set your own baseline from a few months of data before treating any percentage as good or bad.
| Technician | Week Of | Clocked Hours | Billed Hours | Non-Billable Hours | Productivity % | Notes |
|---|---|---|---|---|---|---|
| J. Alvarez | 2026-03-02 | 40 | 34 | 3 (parts wait) | 85% | Normal week |
| M. Reyes | 2026-03-02 | 40 | 22 | 10 (new hire training) | 55% | First month, expected |
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Frequently asked questions
Quick answers to the questions buyers usually ask once the category, software, or rollout details start getting more specific.
There's no universal target worth quoting — the realistic ceiling depends heavily on the mix of diagnostic, complex repair, and routine PM work your shop does, and on how much of the day is genuinely billable versus structurally not (training, parts runs, cleanup). Establish your own shop's baseline over a few normal months first, then use deviation from that baseline as the signal, not a number borrowed from elsewhere.
Because an unexplained low ratio and a ratio dragged down by three hours of legitimate parts-waiting look identical if you only track the final percentage — and they call for completely different responses. Categorising the non-billable time is what tells you whether the fix is a scheduling problem, a parts-supply problem, or an actual productivity issue.
Shop throughput — vehicles turned around per week — tells you the shop's overall output; this log tells you where labour hours are actually going within that output. A shop can hit its throughput target while one technician is consistently underutilised and another is overloaded, and only the per-technician view surfaces that imbalance.
No — ramp-up time for a new hire is expected and should be tracked as its own pattern, not compared against an experienced technician's baseline in the first months. Watching a new technician's trend improve week over week is the useful signal; comparing their week-one number against the shop average just produces a misleading outlier.
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