1. Check the unit and completed work
Cases, individual units, order lines and picking actions are different measures. An order line may contain several cases. Weighted or incentive-eligible cases may also differ from a physical count. Confirm that both numbers include the same completed orders and corrections.
For your own record, count completed work consistently. If you note an order's planned quantity before finishing it, keep that separate from the quantity already completed. The pick-rate formula guide explains the units.
2. Match the start and end times
Ask whether the display covers the current order, a recent interval or the entire shift. A strong recent order can show a higher pace than the whole day. Check the report's timestamp as well as the number, and ask whether recent work or a correction has appeared yet.
A simple example: 300 completed cases in two counted hours is 150 cases/hour. If another view covers those same 300 cases over three counted hours, it is 100 cases/hour. The difference comes from the time being compared.
3. Find out which time counts
Breaks, setup, travel, wrapping, staging, meetings and waiting may be included, excluded or recorded separately under the system you use. Ask which activity events start and stop the clock, and how a reported delay is handled. Use the downtime guide and delay-log checklist to prepare a specific example.
If a displayed rate drops after a break, check whether elapsed time kept increasing and whether the view changed. The break-rate calculator compares included and excluded minutes on a personal raw calculation. It does not determine which rule your employer applies.
4. Separate cases per hour from percentage performance
A raw rate divides completed work by counted hours. An employer's percentage may compare the work with assigned times or other allowances. There may be no single cases-per-hour value equal to 100% across all assignments.
Only convert a raw rate to a percentage when the workplace has explicitly defined a fixed raw standard for that comparison. Otherwise, record the company-reported score as its own value. Read cases/hour versus percentage-to-standard for examples.
5. Review adjustments and rounding
Ask whether the report includes a different assignment, corrected work, excluded time, eligible work or another documented adjustment. Small differences can also come from rounding. Start with the actual work count and counted minutes when those are available.
For a combined raw rate, add the work and hours before dividing. For example, 600 cases in four counted hours and 200 cases in one counted hour combine to 800 ÷ 5 = 160 cases/hour. Averaging the two rates of 150 and 200 would give 175 and misrepresent the combined work.