--- title: "NORDVEST - For shops on QuickBooks and paper" description: "Keep QuickBooks for the money. NORDVEST takes the rest: what each compressor needs, which parts to order, what you promised, and what the tech did. It connects to QuickBooks Online and Desktop." url: "https://nordvestops.com/quickbooks-and-paper" --- [← Back to overview](https://nordvestops.com) FOR SHOPS ON QUICKBOOKS # Your books are in QuickBooks. Your shop is on paper. The problem isn't QuickBooks. You can get most of this out of it by opening old invoices on a tablet in the customer's parking lot, and plenty of good shops do exactly that. It costs you a visit's worth of digging every time: →Which machine is due. →Which parts to order. →Who was promised what. →What the tech did last Tuesday. NORDVEST is where that part of the shop lives, built for **independent compressor service companies**. [Start a demo →](https://nordvestops.com/request-demo) [See Compressor Service →](https://nordvestops.com/service) ![The NORDVEST dispatch board: a week of compressor service work laid out across technicians](https://nordvestops.com/images/marketing/screenshots/hero-dispatch.webp) ![A technician recording work on a rugged tablet beside a compressor](https://nordvestops.com/images/marketing/recording-work-in-the-shop.webp) // THE WORK ORDER, WITHOUT THE CLIPBOARD // 01 Order parts Know what the machines will need before the truck rolls. // 02 Manage services What is due, what is scheduled, what got done. // 03 Manage customers Who they are, what they own, what was said. // 04 Keep promises A promise made on site reaches the office. 01 // QUICKBOOKS STAYS ### Keep QuickBooks. Stop retyping into it. NORDVEST does not replace QuickBooks. It connects to QuickBooks Online and QuickBooks Desktop. Your customers and your stock levels come from QuickBooks. When a job is done, the Service Report becomes a QuickBooks invoice. → **Customers come from QuickBooks**, import your current customers to get started. → **Stock comes from QuickBooks**, the parts list shows what is on the shelf before you order. → **Invoices go out**, record what was done, then send to QuickBooks for the invoice. How the connection works: [Read the QuickBooks guide →](https://nordvestops.com/guides/quickbooks) On Zoho Books instead? [See the Zoho Books page →](https://nordvestops.com/zoho-books) ![Creating a QuickBooks invoice from a NORDVEST Service Report: labor, travel and mileage summarized before it goes to accounting](https://nordvestops.com/images/marketing/screenshots/create-invoice.webp) ![NORDVEST parts forecast showing quantities needed, on hand, and on order over the next 90 days](https://nordvestops.com/images/marketing/screenshot-parts-forecast.webp) 02 // ORDERING PARTS ### The emergency parts run ends here. NORDVEST reads the run hours and the service intervals on every machine you service and lists the parts you will need 30, 60, and 90 days out. It checks that list against the stock in QuickBooks. You order once, ahead, from a list. → **From the machines**, the list comes from hours and intervals. → **Against your stock**, each part shows OK, Low, or Stockout from QuickBooks quantities. → **Less over-ordering**, Smart mode lists only what is predicted due. 03 // MANAGING SERVICES ### What is due, what is scheduled, what got done. Every compressor shows its next service and the hours left until it. PM contracts create the next visit when you close the last one. The week goes on a board that the whole office can see. → **Due**, each machine shows what is next and when, from its own hours. → **Scheduled**, drag a job onto a tech's day. → **Done**, the tech records the work on the job. Close it, and the next PM visit appears on its own. ![A compressor in NORDVEST reading 29,703 run hours, with the next oil sample due at 31,703 hours](https://nordvestops.com/images/marketing/screenshots/whats-due.webp) ![The NORDVEST dispatch board: a week of service work assigned across four technicians](https://nordvestops.com/images/marketing/screenshots/dispatch.webp) // THE WEEK ON ONE BOARD. ![A compressor's page in NORDVEST: hour readings, components, service history and documents on one screen](https://nordvestops.com/images/marketing/screenshots/asset-detail.webp) 04 // MANAGING CUSTOMERS ### Who they are. What they own. What was said. QuickBooks knows the customer's address and their invoices. It does not know that they run two rotary screws and a dryer, that the gate code changed, or that the plant manager asked about a second dryer in March. NORDVEST holds the customer, every machine at the site, and every call and visit, on one page. → **Every machine**, make, model, serial, hours, components, and the manual, on the customer. → **Every visit**, what changed, at what hour, by whom. → **Every conversation**, calls, emails, and site notes logged where the next person can find them. 05 // NOT DROPPING BALLS ### A promise made at the site reaches the office. A tech tells the customer, "I'll get you a price on that." The note goes on the clipboard. The clipboard stays in the truck. Three weeks later the customer calls, and nobody knows what happened. In NORDVEST that promise is a We Owe. It has an owner and a place on a list the whole shop can see. → **One list**, parts owed, callbacks, quotes, and warranty claims, in one place. → **One owner**, each promise has a name. → **Whole shop**, the office sees what the field promised. ![The We Owes list in NORDVEST: open promises to customers, each with an owner, a due date, and an overdue badge](https://nordvestops.com/images/marketing/screenshots/we-owes.webp) ![NORDVEST asset page showing an hour timer with predicted hours and components due by service interval](https://nordvestops.com/images/marketing/screenshot-hour-meter.webp) 06 // THE SERVICE TIMERS ### It tells you what the timer will read on service day. On paper, the last reading is whatever the tech wrote down last time. NORDVEST keeps every reading and predicts what the meter will show on the day of the visit. The office knows before the truck leaves whether the oil is due, the filter is due, or both. At Northwest Compressor this is the feature the techs trusted first. On some machines the prediction lands within a few hours over a 90-day span. → **Every reading kept**, on the machine. → **Predicted hours**, the forecast drives what is due and what parts to bring. → **Rollovers handled**, a timer that laps or a new controller does not reset the history. // THE SWITCH ## Not a month of data entry. One day, after the office is ready. A shop on paper is not afraid of software. It is afraid of the switch. Here is how Northwest Compressor did it, on a fleet of 1,699 machines. 01 The office goes first. The people at the desk start in NORDVEST. The techs keep their paper. Nothing in the field changes yet. 02 Plan the data transfer. Review your spreadsheet and service history with NORDVEST before the changeover. Agree which records to transfer and how. Customers and stock can come from the QuickBooks connection. 03 The system settles. The office runs the week in NORDVEST while the techs still carry paper. Training was quick. The team kept doing the work through it. 04 The changeover takes one day. When the office is ready, the shop switches. At Northwest Compressor the changeover itself took one day. // ONE SHOP, ONE SUMMER ## What changed at Northwest Compressor. A family-owned Oregon compressor company, 1,699 machines under management. QuickBooks stayed. The paper did not. 45% lower parts spend in one summer 2 weeks of parts runs given back +191% more service work documented, in about half the recording time 80%+ smaller 90-day parts plan 34 → 6 stockout alerts 2 min to file an oil sample, instead of 15 [Read the case study →](https://nordvestops.com/case-studies/northwest-compressor) // START A DEMO ## Keep QuickBooks. Lose the paper. The demo is loaded with a compressor company’s customers, machines, parts and service history. [Start a demo →](https://nordvestops.com/request-demo) Rather ask a person? [peter@nordvestops.com](mailto:peter@nordvestops.com) Intuit and QuickBooks are registered trademarks of Intuit Inc. This material has not been approved by Intuit Inc.