Industries
Built around operating businesses.
RBA works close to the handoffs between selling, purchasing, making, installing, servicing, and billing—the places where the full answer rarely lives in one system.
The common thread
Different work. Similar analytical difficulty.
The operating context matters. So do the records. We learn how the business works before interpreting a variance, a missing link, or a change in performance.
- 01
Manufacturing & job shops
Connect quote, material, setup, cycle time, labor, outside processing, production performance and pricing around the job, part and customer.
- Which repeat parts are becoming less economical?
- Where is labor above estimate?
- Which customers have the greatest margin drift?
- Which jobs repeatedly miss expected performance?
- Where do delays or constraints recur?
- 02
Industrial distribution & equipment
Relate suppliers, freight, rebates, returns, price overrides, parts, service and customer agreements to customer and product economics.
- Which supplier increases have not reached price?
- Which customers have strong sales but weak contribution?
- How are parts and service affecting account economics?
- Where is working capital tied up?
- 03
Field service
Connect service contracts, technician time, travel, repeat visits, callbacks, parts, change orders and billing to understand delivery and account economics.
- Which contracts cost more to serve than expected?
- Where are callbacks or repeat visits concentrated?
- How are technician time and parts affecting contribution?
- What completed service still needs billing review?
- 04
Specialty contractors & installation
Bring estimate, scope, purchasing, field labor, change orders, billing and contribution into one view of project performance.
- Which jobs have the largest estimate-to-actual variance?
- Where did scope change without matching billing?
- Which labor or material patterns recur?
- How is project contribution moving over time?
Company-specific by design
The system fits the question.
Industry knowledge helps identify likely relationships and useful starting models. The company's records, definitions and management questions determine the final analytical system.
Start with the question
What are you trying to figure out?
You do not need a formal project plan. Tell us the question and what makes it difficult to answer today.
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