What you get
Six things, for your process.
01
The four numbers, twice
Digital Work Ratio, Cycle Time Efficiency, First Time Right and Cost to Serve, from the system alone and with the off-system work added.
02
Where the capacity is
Hours spent waiting, chasing and fixing, by team, and how many you can release.
03
A costed list of fixes
Items you can recover, each with hours, dollars, the evidence behind it and a named owner.
04
The pattern and the fix
Which of the eight patterns the process is in, and the one fix that follows from it.
05
A value model Finance signs
Targets, a 90-day plan, and each benefit logged as hard cost, cost avoided or capacity redeployed.
06
The definitions, in writing
So your team can take the same measures again without us.
How it runs
Connect. Measure. Value. Bank.
Week 1
Connect
Agree the owner, cost basis and data. Connect to your systems and check the logs against source.
Weeks 2–3
Measure
Short sessions with the people who do the work. Off-system steps added. The worklist in the owner's hands by week 3.
Week 4
Value
Value model checked by Finance. Pattern and fix. Targets and a 90-day plan.
Weeks 5–12
Bank
First fixes made. Benefits go on your register when they show in the numbers.
Your team's time
What we need from you.
Stated up front, so nobody is surprised in week two.
| Who | Typical time | What for |
|---|---|---|
| Executive sponsor | About 5 hours over 4 weeks | Kick-off, two reviews and the readout |
| Process owner | 1 to 2 days a month | Reviews, the worklist and the weekly trend read |
| Process team | 5 to 8 person-days | Two 90-minute sessions, a short survey, and checking a sample of the worklist |
| IT | 3 to 5 days per source system | Data extract and security review |
| Finance | About 2 days | Agree the cost basis and check the value model |
Fixed fee, agreed after the scoping call. It depends on the number of source systems. You pay against accepted deliverables, not days.