End-of-Shift Report · Summit Grading & Excavation · org_8f2c1a90

Rosecrans Ave Widening — Phase 2

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stacked (z-axis)
site_44b1 · Rosecrans Ave & Aviation Blvd, Hawthorne, CA · America/Los_Angeles
Shift · July 8, 2026 · 06:00 → 18:30 PDTGenerated · 6:30 PM PDTDevices 31/33 · LOW_POWER · LTE
Viewing as Jessica Alvarez · ORG_ADMIN · last GNSS fix 33.9164, -118.3526 · 9/11 sats
01

DRAFT
—
Machines working (active footprint)
8assets
Total time engines ran (cumulative runtime)
46.5hours
Time sitting still (idle share)
46%
Change vs last week (Δ)
+6.3hours
Busiest two machines (top-2 share)
30%
Unevenness score (concentration index)
0.09
Average per machine (selection mean)
5.8h

The dashed diagonal is perfectly even scheduling; the orange curve is the actual cumulative runtime distribution. The further it bows below the diagonal, the more the workload concentrates on a handful of machines while others sit under-scheduled.

Fleet presence held constant at eight assets on the primary corridor. Steady utilization early in the shift gave way to a sharp drop-off in the late afternoon — the street surface has been broken and cleared, so Excavator 12 (asset_7c3d) and Excavator 07 (asset_1f88) now report MotionStatus = OFF on the street margin under the 72-hour staging protocol. Open the scope panel to stack several worksites or machine kinds at once; every figure, row, and curve recomputes against the current selection.
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02

DRAFT
—
Time doing real work (productive fraction)
54.2%
Time wasted with engine on (wasted engine hours)
21.3hours
Most machines stopped at once (peak co-idle)
6assets
How fast waste grew late (late-shift waste slope)
1.78h / h
Machine (asset)Working vs sitting still (productive / idle)Sitting h (idle)Sitting % (idle)Stops
Stops per machine (idle episodes · MotionStatus = IDLE)
60 stops (episodes)
Excavator 07
50%
Excavator 12
43%
Skid Steer 04
51%
Dump Truck 08
47%
Dump Truck 09
46%
Dump Truck 11
45%
Compactor 02
42%
Trencher 01
41%
Machines stopped at the same time (co-idle density · peak 6)
06070809101112131415161718
How long the stops were (episode shape · stuttering vs dead-time blocks)
0–10 min
17
2.4h
10–20 min
28
7.2h
20–30 min
8
3h
30–60 min
0
0h
60+ min
7
8.7h
◼ Short stops (micro-stoppages) · 53 · 12.6h◼ Long stops (continuous blocks) · 7 · 8.7hTypical stop (median) 15 min · typical wait between stops (mean gap) 0.2h
Wasted time piling up vs work finished (waste accumulation vs production burn-up)
growth speed (slope) 1.77 → 1.78 h/h
06081012141618
◼ Total time sitting still (cumulative idle) · 21.3h◼ Work finished (production burn-up) · 25.2h
54.2% of powered-on time executed active work; the remaining 21.3 engine hours burned with zero task. The waste is not evenly scattered — co-idle peaks at 6 assets between 11:30 and 11:40, which points at a downstream dependency failure rather than individual operator behaviour: the 11:15 window matches commercial deliveries on Rosecrans Ave that force theDUMP_TRUCK units into IDLE and block the FRONT_LOADER clearing paths, while the 15:00 hold is surveyor sign-off on hole depths with engines left running. 53 micro-stoppages (12.6h) sit alongside 7 continuous blocks (8.7h), so the site is losing time to both logistical stuttering and forgotten engines. Waste accrues at 1.77 h/h before midday and 1.78 h/h after, accelerating exactly as the production burn-up plateaus.
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03

DRAFT
—
Task eating the most time (dominant cost code)
CC-40234%
Share on real building work (production codes)
41%
How jumpy the effort was (step-variation index)
1.01bursty
Tightest attack on one task (synchronization)
100%CC-105
Tasks in the logs (cost codes) · 5 codes · 31 tagged sessions
Task (cost code)
Share of effort (allocation)
Hours
%
Machines
Window · tightness
Kind of work the hours went to (cost-code group mix)25.8 h tagged
Real building work (production)41.1%
Helping work (support)52.0%
Paperwork & waiting (admin)7.0%
How the effort piled up (cumulative tagged hours)burst-driven · stepiness 1.01
0h13h26h06:0008:0010:0012:0014:0016:0018:00

The dashed diagonal is perfectly steady execution. Each riser is one clock hour of booked work: mean 1.99 h/h, steepest 6.03 h in the hour ending 10:00 (shaded). Long flat treads between risers mean the tag stayed open while nothing was booked.

When each task was worked (cost-code attack windows)Tightness = share of the window actually booked
06:0008:0010:0012:0014:0016:0018:00
CC-402
63% · ≤3 at once
CC-801
48% · ≤2 at once
CC-309
26% · ≤3 at once
CC-105
100% · ≤1 at once
CC-000
4% · ≤3 at once

Tightest pass: CC-105 — 1.9 h inside 1.9 h. Most dragged out: CC-000 — 1.8 h smeared across 5.5 h.

CC-402 (Utility Trenching / Light Foundations) carries 8.7 of 25.8 tagged hours — 34% — booked by 3 machines across 7 sessions between 07:14 and 11:52. Production codes hold 41% of effort against 59% on support and unassigned work — the price of staging inside a live public corridor. Effort accrues at 1.99 h per clock hour with a step-variation index of 1.01, so execution reads as burst-driven: vertical risers separated by flat treads, peaking at 6.03 h in the hour ending 10:00. CC-105 was attacked in one tight pass while CC-000 was picked up and dropped across 5.5 h — the code to challenge in tomorrow’s sequencing.
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04

DRAFT
—
Close calls (clearance breaches)
74
How often clearances break (breach rate)
2.95per active hour
How deep threats got (mean penetration)
2.03 m
Share in the danger core (critical zone)
18%inside 1.5 m
Machines by breach rate (events / active hour) · 8 machines · 74 events · 8 surprises (anomalies)
Machine (asset)
Rate vs fleet (breaches / active h)
Events
Rate
Expected
In core
Closest · mean depth
When risk surges (breaches per clock hour)Shift mean 5.7/h · 73% inside milestones
Mobilization & crew check-in
Commercial delivery block
Surveyor sign-off hold
Demobilization & wash-down
06
07
08
09
10
11
12
13
14
15
16
17
18

Hottest milestone: Mobilization & crew check-in — 12.7 breaches per hour against 2.7/h outside milestone windows. Shaded bands are the scheduled moments the site changes shape.

Does risk scale with runtime (breaches vs active hours)Scaling exponent 2.28 · compounding
Skid Steer 04Dump Truck 08Dump Truck 09
0.0 h active · dots = machines, labels = top 3 by rateDashed = linear risk at 2.95/h4.4 h active

Skid Steer 04 is the worst offender at 3.70 breaches per active hour — 1.3× the fleet rate — against a spread of 2.17 across the selection.

How deep the bubble was penetrated (clearance penetration depth)Mean 2.03 m of 4.6 m · deepest 3.99 m
0 m — boundary clip3.1 m — enters 1.5 m core4.6 m — contact

13 of 74 breaches (18%) crossed the 1.5 m critical core; mean standoff at the closest point of approach was 2.57 m, closest 0.61 m.

What gets close, by how close (threat composition per zone)Fleet mix · people 47% · vehicles 49% · furniture 4%
3–4.6 m (outer shell · 15 ft)
people 0% · vehicles 86% · furniture 14%
22
30%
1.5–3 m (inner buffer)
people 56% · vehicles 44% · furniture 0%
39
53%
0–1.5 m (critical core · 5 ft)
people 100% · vehicles 0% · furniture 0%
13
18%

Inside the 1.5 m core people are 100% of the population; in the outer shell vehicles and street furniture hold 100%. Volume is set by traffic, consequence by bodies.

74 clearance breaches across 25.1 active engine hours — 2.95 per working hour, one every 20 minutes of real motion. Risk is scheduled, not random: 73% of breaches land inside a milestone window and the worst hour is 06:00 with 14. Fitted against runtime the scaling exponent is 2.28, so exposure compounds — the longest-running machines carry more than their share of risk. Threats penetrate a mean 2.03 m into the clearance bubble, with 13 events inside the 1.5 m core where people are 100% of the population — the zone to brief tomorrow's crew on.
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