Operations · comeback cost

What are comebacks really costing?

Turn a comeback count and a few shop assumptions into the labor capacity, sales, and gross-profit opportunity that work consumed.

No benchmark is substituted. Missing rates stay visible as “not estimated yet.”

Build the estimate

Use the numbers you trust

Saved metrics are starting points, not hidden overrides. Change any field to use a current owner-entered assumption.

The comeback event

Start with the rework itself

Comebacks counted

The number of comeback visits in the period you want to understand.

Labor hours per comeback

Include the technician time you want this estimate to represent.

Shop economics

These are derived from saved sales, gross profit, and labor hours when they exist. They are never replaced with an industry average.

Sales per sold labor hour

Owner entered

The sales opportunity attached to one otherwise sellable labor hour. No saved value is available.

Gross profit per sold labor hour

Owner entered

The gross-profit opportunity attached to one otherwise sellable labor hour. No saved value is available.

Available labor hours

Owner entered

Use this to show how much of the available capacity the comebacks consumed. No saved value is available.

Decision readout

Your estimate will land here

Enter the comeback count and labor time, then add whatever shop rates are known. The labor capacity result does not depend on money rates.

The calculation is intentionally narrow.

It answers how much sellable capacity came back through the door, not why the comeback happened or how to manage a repair order.

Start with the hours result even when saved financial rates are missing.