Interactive view of division V. Payroll comes from the employee registers (click any department to drill into individuals); orders are attributed in full to every department their A2000 track-code history touched. Toggle the year below.
Five corporate/family roles (C. Peyser, G. Peyser, S. Notovitz, L. Price, L. Tepper) are excluded — moved to the Div 01 corporate allocation.
People are grouped by the track-department categories (the same ones used for orders), mapped person-by-person from the Oct job-description workbook — so SHIPPING is split into picking / shipping / receiving, MV FOLD into finishing / ticketing, etc. The two "(… no track dept)" groups are sales & marketing, which have no track-department equivalent. Click a department to expand its roster; the From column shows each person's original A2000 payroll department.
Each order is credited in full to every distinct department its track history touched — no slicing. An order that passed through 8 departments counts once in each, with its full units and sales dollars. So these columns deliberately sum to more than the division total (an order is counted in ~8 places); read each row as "how much of the business flowed through this department," not as a share that adds to 100%. Track events are raw workflow scans.
Read with care. These are
full-attribution touch counts — an order (and its units/dollars) is credited to every department it passed through, so the columns overlap heavily and sum past the division total (shown in the KPIs above).
"(unmapped)" is a small residual (~1% of orders): blank track rows are excluded, the major codes — including the Nittany / proofread art cluster — are mapped; what's left is ad-hoc one-off codes (often "gave order to <person>").
2026 is in-flight: orders placed this year haven't finished their journey, so early stages (order-entry, art) run ahead of shipping/finishing. Track history measures workflow touches, not labor hours.
Independent of track-code workflow scans: how many div-V orders were actually decorated by each method, straight from invoiced services (SERVICE_CLASS). This is the clean production-volume story — embroidery is a low-order-count, high-value method.
An order with two methods counts once in each (those units carry both decorations). Source: INVOICE_LI_SERVICES × SERVICE_M, div V, by invoice date. Screen print dominates by order count (~40k) but embroidery earns nearly as much decoration revenue (~$2.5M) on ⅙ the orders — high value per order.
Both sides use the same track-department taxonomy. Cost = 2025 payroll mapped person-by-person to track departments via the Oct job-description workbook (SHIPPING split into picking/shipping/receiving; MV FOLD into finishing/ticketing) — 401 of 419 people map; the 18 sales/marketing roles have no track department and are excluded. Denominators are full-attribution units and sales dollars of every order that touched the department (2025, to match the cost basis). Labor $/unit and labor ¢/sales-$ are intensity measures — embroidery runs far hotter per unit than screen print, consistent with its low-volume / high-touch profile. Directional only: decoration labor is partly funded by garment markup, and a department's "units touched" counts all units on orders it handled, not just the units it personally worked.