Annual workload
annual hours = annual units × minutes per unit × people per unit ÷ 60
+ rework hours
Define one unit of work, observe a representative period, and record the old workflow before the new system changes behavior. Without that contract, almost any later ROI story can sound true.
| Measure | Definition | Example | Common mistake |
|---|---|---|---|
| Unit and volume | The repeatable case and completed/received count per period | Invoices processed per week | Mixing different case types |
| Touch time | Minutes people actively work on each unit | 18 minutes across two roles | Using elapsed time as labor |
| Wait time | Elapsed time between required steps | 1.6 days waiting for approval | Ignoring customer or revenue delay |
| Rework and exceptions | Share repeated, corrected, escalated, or rejected | 12% need a second pass | Counting only happy-path work |
| Loaded cost and quality | Labor cost plus defects, credits, leakage, or risk | $68/hour and 2.3% error rate | Calling capacity “cash savings” |
| Outcome constraint | The business result the workflow limits | Renewal reviews completed before risk window | Optimizing activity without outcome |
annual hours = annual units × minutes per unit × people per unit ÷ 60
+ rework hours
loaded cost = annual hours × fully loaded hourly cost
improvement % = (baseline − observed result) ÷ baseline × 100
Report capacity released, cash cost avoided, revenue accelerated, and risk reduced separately. They are different economic mechanisms. Capacity becomes cash savings only if spending falls; it becomes revenue only if the released constraint is redeployed and produces revenue.
Use enough cycles to include normal volume and meaningful exceptions. Record seasonality, backlog, launches, and policy changes.
Combine system timestamps, a sample of direct observation, and operator review. Any one source can misstate the real work.
Name the owner, formulas, exclusions, data source, review window, and acceptable quality floor before the pilot starts.