The 2026 State of Heavy Equipment Dealer Service

You are creating a daily active-WIP closeout report for the service leadership team at a heavy-equipment dealership.

Create the report itself. Do not give me a plan, describe how you analyzed the file, or merely provide sample HTML.

## INPUT

Use the attached Excel workbook. It contains two sheets:

1. ACTIVE_WO_EXPORT
   - The current source of truth for every work order.
   - Use every row, not only the first rows visible in a spreadsheet preview.

2. PRIOR_DAY_SNAPSHOT
   - The prior-day version of the same work orders.
   - Use this sheet only to identify meaningful changes since the previous day.
   - Never present prior-day information as the current state.

The expected workbook contains rows of active work orders and fields including:

WORK_ORDER_ID
CUSTOMER_NUMBER
CUSTOMER_NAME
BILL_TO_CUSTOMER
WORK_ORDER_TYPE
STATUS
OPEN_DATE
LAST_LABOR_DATE
LAST_UPDATED_AT
NEXT_SCHEDULED_DATE
EQUIPMENT_MAKE
EQUIPMENT_MODEL
UNIT_NUMBER
SERIAL_NUMBER
METER_HOURS
FIELD_SHOP
JOB_DESCRIPTION
PRIMARY_TECH_ID
PRIMARY_TECH_NAME
SERVICE_WRITER_NAME
SUPERVISOR_NAME
TOTAL_LABOR_HOURS
TRAVEL_HOURS
MILEAGE
WIP_AMOUNT
CUSTOMER_PO
COMPLAINT
CAUSE
CORRECTION
REPAIR_PROCESS_COMMENTS
SUPERVISOR_COMMENTS
AUTHORIZATION_REFERENCE
ATTACHMENT_COUNT
PART_CAUSING_FAILURE
MISC_CHARGE_TOTAL
PROMISED_DATE

If an expected column is absent, omit the dependent insight instead of inventing the information.

## OBJECTIVE

Turn the workbook into a useful morning report that helps a service team answer:

- Which work orders can we move toward closing today?
- What materially changed since yesterday?
- Which work orders contain a high-confidence exception that someone should review?

This is an operational report, not a general data-analysis dashboard. Prioritize specific actions over broad statistics.

## SOURCE AND EVIDENCE RULES

Accuracy takes priority over actionability, writing style, and visual design.

Every displayed fact must be supported by a workbook cell.

You may:

- Calculate days since last labor.
- Compare the two sheets by WORK_ORDER_ID.
- Summarize messy work-order text concisely.
- Identify missing fields.
- Identify contradictions between structured fields and work-order narratives.
- Infer that a work order is likely complete only when the narrative strongly supports that conclusion.

You may not:

- Invent parts, labor, mileage, photos, authorizations, dates, dollar amounts, diagnoses, promises, or completed work.
- Treat a planned action as completed work.
- Treat an observation as a confirmed cause.
- Treat a customer-reported condition as technician verification.
- Assume that an attachment exists merely because a photo is mentioned.
- Assume that a part was ordered, returned, credited, or staged without explicit evidence.
- Assume that zero travel or mileage means a specific missing amount.
- Change the official status of a work order.
- Rely on a detailed parts list because this export does not contain one.

If the evidence suggests a possible issue but does not prove it, phrase the action as “Verify,” “Review,” or “Confirm.”

For example:

- If a field-service story says the technician drove to the customer but TRAVEL_HOURS and MILEAGE are both zero, flag “Verify travel and mileage.” Do not invent the number of hours or miles.
- If the Correction or Repair Process Comments clearly say the repair was completed and verified, but the status has not advanced, retain the official status and add a separate “AI: Likely Complete” chip.
- If the story says the technician will return with a gauge, do not describe the pressure test as completed.

When quoting source text, use an exact, short excerpt. When paraphrasing, preserve its certainty, chronology, and attribution.

## DERIVED VALUES

Determine the report date from the latest valid LAST_UPDATED_AT value in ACTIVE_WO_EXPORT.

Calculate:

DAYS_SINCE_LAST_LABOR = report date minus LAST_LABOR_DATE

Use whole calendar days. If LAST_LABOR_DATE is missing or invalid, display “No labor date” only when operationally relevant.

Format:

- Currency as $12,451
- Dates as Aug 20, 2026
- Hours with one decimal place when shown
- Mileage as a whole number
- Empty values only when their absence matters

Do not display a branch field or invent a branch.

## REPORT SECTIONS

Create these three sections in this order.

### 1. Closing Priorities

Select up to 15 work orders that appear most actionable to move toward closing today.

Prioritize work orders that combine several of these signals:

- STATUS is Complete - Supervisor Review.
- The repair narrative strongly indicates completed and verified work, but the official status has not advanced.
- Labor appears to have stopped.
- The work order is not waiting on parts or waiting on the customer.
- There is no future scheduled return visit.
- One or more specific closeout fields or approvals appear outstanding.
- WIP_AMOUNT is operationally significant.
- DAYS_SINCE_LAST_LABOR is increasing.
- The next action and likely owner can be identified from the export.

Do not fill the section with old work orders that are not actionable.

Exclude work orders whose current evidence indicates:

- Waiting on Parts
- Waiting on Customer
- A booked future visit
- Ongoing repair work
- A planned return visit

For each priority, show:

- Rank
- WORK_ORDER_ID
- CUSTOMER_NAME
- Equipment model and unit number
- Short job description
- Current status as a badge
- “AI: Likely Complete” chip when justified
- Last labor date
- Days since last labor
- WIP amount
- Outstanding items
- Recommended next action
- Owner

Outstanding items should be short. Show the two or three most consequential items. If more high-confidence items exist, use “(+N more).”

Use the named SERVICE_WRITER_NAME, SUPERVISOR_NAME, or PRIMARY_TECH_NAME when ownership is clear. Otherwise use a role such as Service Writer, Supervisor, Warranty Administrator, or Service Manager.

### 2. Critical Updated Work Orders

Compare ACTIVE_WO_EXPORT with PRIOR_DAY_SNAPSHOT by WORK_ORDER_ID.

Select up to 11 work orders with the most meaningful operational changes since yesterday.

Meaningful changes include:

- Status advanced toward closeout.
- Complaint, Cause, or Correction was added or materially completed.
- A technician story was submitted or materially expanded.
- Verification was documented.
- Attachment count increased.
- A customer PO or authorization reference was added.
- Travel hours or mileage were posted.
- A previously missing warranty requirement was added.
- A major blocker appears to have been resolved.

Do not treat these as critical updates by themselves:

- LAST_UPDATED_AT changed.
- Trivial punctuation or wording changed.
- WIP_AMOUNT changed without an operationally meaningful accompanying change.
- A blank field changed to another blank representation.
- A timestamp was reformatted.

For each updated work order, show:

- WORK_ORDER_ID
- Customer, equipment, and job
- Concise update type
- What changed since yesterday
- Why it matters operationally
- Current status badge
- Current WIP amount
- Time of the latest update, when available

Describe the actual before-and-after change. Do not write generic statements such as “Work order updated.”

### 3. Flagged Work Orders

Select 1 to 5 of the strongest, highest-confidence exceptions in the workbook.

Favor exceptions that a service manager can understand and act on immediately, including:

- FIELD_SHOP is FIELD, the story explicitly describes travel or onsite work, but TRAVEL_HOURS and MILEAGE are both zero.
- Repair Process Comments explicitly mention supplies, oil, cleaner, pads, disposal, or similar consumables, but MISC_CHARGE_TOTAL is zero.
- A warranty work order is in supervisor or manager review, but CAUSE or PART_CAUSING_FAILURE is blank.
- The repair is marked complete or ready for review, but CAUSE or CORRECTION remains blank.
- The narrative says photos or documents were attached, but ATTACHMENT_COUNT is zero.
- The structured status says complete, but the narrative describes remaining work or a return visit.
- The narrative strongly supports completion, but the work order remains in an earlier status without a waiting or scheduled reason.

Do not force every category to appear. Choose the strongest exceptions actually present in the workbook.

For each flag, show:

- WORK_ORDER_ID
- Customer, equipment, and job
- Current status badge
- WIP amount
- Days since last labor
- One or more exception-type chips
- A short evidence excerpt
- Why it was flagged
- Recommended next action
- Owner
- “Review today” indicator

A work order may appear in more than one section only when it genuinely serves both purposes. Do not repeat the same description verbatim across sections.

## VISUAL DESIGN

Create a modern, polished, standalone HTML report titled:

Daily WIP Closeout Brief

The design should feel like a contemporary B2B service-operations product, not a generic spreadsheet export or marketing website.

Use:

- A dark navy report header
- White and very light gray content areas
- Subtle borders and shadows
- Rounded cards
- Compact typography
- Strong spacing and alignment
- Status and exception badges
- Blue, green, amber, and red used selectively
- System fonts
- Responsive desktop and mobile layouts
- Print-friendly CSS

At the top, include:

- Eyebrow: “Service Operations · Morning Report”
- Title: “Daily WIP Closeout Brief”
- Report date
- “243 active work orders reviewed,” using the workbook’s actual row count
- “Compared with prior-day snapshot”
- “Demonstration data”

Include four compact KPI cards:

- Closing priorities selected
- WIP represented by closing priorities
- Material updates since yesterday
- High-confidence exceptions

Add a compact sticky navigation bar linking to:

- Closing Priorities
- Critical Updates
- Flagged Work Orders

Closing Priorities should use a visually scannable table.

Critical Updated Work Orders should use a compact table or structured list.

Flagged Work Orders should use wider two-column cards so the evidence and next action are easy to read.

Do not include:

- Charts
- Long explanations of the methodology
- Generic AI commentary
- Dense narrative introductions
- Fake filters or controls
- Placeholder names
- A branch column
- An “oldest work orders” section

Use plain hyphens rather than em or en dashes.

## HTML REQUIREMENTS

Generate one complete, standalone HTML file named:

daily-wip-closeout-brief.html

Requirements:

- Include all CSS and any necessary JavaScript inline.
- Do not use external libraries, CDNs, fonts, images, or network requests.
- Escape all workbook text before inserting it into HTML.
- Do not allow source text to break the document structure.
- Do not require the Excel workbook after the HTML is generated.
- Embed only the selected report data, not all 243 raw records.
- Make navigation links work.
- Make the page readable at approximately 1440 pixels wide and on mobile.
- Include print styling.
- Do not include editable controls or anything that changes source data.

Include this concise footer:

AI recommendations only · No work-order status was changed · Every flag is tied to exported fields or work-order text.

## QUALITY CHECK

Before delivering the file, verify all of the following:

- Every displayed WORK_ORDER_ID exists in ACTIVE_WO_EXPORT.
- Every current status matches ACTIVE_WO_EXPORT.
- Every “since yesterday” claim is supported by a real difference between the two sheets.
- Every quoted excerpt exists in the cited work-order field.
- No planned work is described as completed.
- No inferred cause is described as confirmed.
- No missing dollar amount, labor amount, travel amount, mileage, attachment, or part was invented.
- Work orders waiting on parts, waiting on customers, or booked for future work are not presented as immediate closing priorities.
- The section counts and KPI cards match the work orders actually displayed.
- The HTML opens correctly as a standalone local file.

Use Python or another available data-analysis tool to inspect the entire workbook and generate the file.

Your final response should provide the downloadable HTML file and one short sentence confirming the number of work orders analyzed. Do not paste the full HTML into the chat unless file creation is unavailable.

# Warranty Work Order Pre-Screen

Review the attached dealer work order before warranty submission.

Identify the few documentation problems most likely to cause a rejection, request for additional information, or audit concern. Focus on problems a service manager can correct before submitting the claim.

## Source Rules

- Use only information in the work order.
- Do not invent failure mechanisms, test results, parts, or technician actions.
- Treat blacked-out information as intentional redaction.
- Do not flag missing dealer, customer, technician, serial, account, invoice, salesperson, signature, or authorization information.
- Do not make a final warranty coverage decision.
- Describe risks as possible rejection or documentation risks, not guaranteed outcomes.

## What to Review

Compare the Complaint, Cause of Failure, Repair Process Comments, Complication / Resultant Damage, SIMS / Part Causing Failure, installed and returned parts, chronology, and final verification.

Prioritize:

1. **Weak Cause of Failure**
   - Flag vague statements that only say a component “failed,” was “bad,” or “needed replacement.”
   - A strong cause should identify the component, failure mode, supporting evidence, and connection to the complaint.
   - Check whether the repair comments contain specific cause information that belongs in the Cause field.

2. **Information in the Wrong Field**
   - Repair Process Comments should describe troubleshooting and repair actions.
   - Complication should describe conditions that increased repair difficulty or effort.
   - Resultant Damage should describe secondary damage or symptoms caused by the primary failure.
   - Flag contradictions such as “none noted” when the narrative documents an electrical short, opened fuse, lost communication, incorrect readings, or other secondary effects.

3. **Incorrect or Unsupported SIMS Part**
   - Compare the selected causal part with the actual failed area, installed parts, returned parts, and completed repair.
   - Flag a complete assembly when the narrative supports a smaller repaired component or section.
   - Treat a causal assembly that was not installed and was returned as a strong concern unless the document explains why it remains the correct SIMS selection.

4. **Internal Contradictions**
   - Check whether the stated cause agrees with the repair.
   - Distinguish ordered, installed, repaired, returned, and credited parts.
   - Flag work dated after machine release only when the later work has no supporting explanation.
   - Flag components mentioned in the story whose final disposition is unclear.

5. **Incomplete Verification**
   - Check whether the work order states the result of the final test.
   - Clearing codes or starting a test does not by itself prove the complaint was corrected.
   - Look for confirmation that communication, readings, operation, and faults returned to normal.

## Selecting Findings

- Return up to the 10 most important findings.
- Combine related problems into one finding.
- Do not include minor formatting, spelling, arithmetic, or administrative observations.
- Do not include a finding unless the document provides concrete evidence.
- Lead with the issues most likely to affect claim acceptance.
- A reviewer should be able to understand the complete result in under one minute.

## Output Format

# Warranty Pre-Screen

**Status: Ready to submit / Needs correction / Do not submit yet — [number] material issues**

### 🔴 [Short finding title]

State the problem in one or two short sentences. Include only the most useful evidence from the work order.

**Fix:** Give one direct corrective action.

When field wording is the problem, include:

**Suggested wording:**

> Provide a concise rewrite using only documented facts.

Repeat this format for each material finding.

Use:

- 🔴 for an issue that should block submission
- 🟠 for a substantial rejection or audit risk
- 🟡 for a meaningful documentation gap

End with exactly one sentence:

**What looks good:** Identify the strongest documented aspect of the claim.

## Response Limits

- No summary tables
- No charge reconciliation
- No separate questions section
- No long explanation of warranty principles
- No repeated evidence
- No full rewrite of the work order
- No description of your analysis process

Return only the completed Warranty Pre-Screen.