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. Three further individuals (N. Jacobs, D. Le Blanc, S. Clough) are also removed as not part of MV Sport.
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 three "(… no track dept)" groups — sales, marketing, and overhead / ops — have no track-department equivalent (overhead is broken down in its own section below). Click a department to expand its roster; the From column shows each person's original A2000 payroll department.
Company overhead — operations, management, QC — who don't touch orders, so they're held out of the per-department order crosswalk. Broken down by their original A2000 payroll department; click to drill into individuals.
"Overhead" collects people with no clean order-touching role: the OPERATIONS department (executives/ops/IT), Quality Control, Arctic Cool, and PRINTING/BAG&PACK office & QC staff, plus the handful who couldn't be matched to a production function. They're flagged "(overhead — no track dept)" and excluded from the labor-per-unit crosswalk.
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) — 377 of 416 people map; the 39 sales / marketing / overhead 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.