How we know the change helped.
Before delivery we set the measured baseline and the indicators we will use to assess the benefit. The number of automations or trained people alone does not explain the result of a project.
What we track.
We choose indicators to fit the process and the goal of the change.
- Speed
- total processing and waiting time
- Team workload
- time needed per case and volume of work handled
- Quality
- error rates, corrections and exceptions
- Costs
- process costs including licences, operation and support
- Use
- how many real cases go through the new process
- Decision-making
- timeliness of information and accuracy of estimates
A number needs an explanation.
For each published result we state the source, period, sample size and method of comparison. We account for changes in workload and conditions. We separate freed-up capacity from actual cost reductions.
- Data source
- Records from the systems, not an impression from a meeting.
- Period
- A comparable period before and after the change.
- Sample
- How many cases the measurement covered.
- Comparison
- Against the measured baseline, not an estimate.
We publish references after the client approves them.
A case describes the starting situation, the change made, how people were involved and the documented result.
A case study includes
- context and the original problem
- scope of work and period
- how people were involved
- result and how it was measured
- limitations
We don’t count automations. We measure the operating result.
We will add specific case studies here once they are approved.
What could be measured in your company?
The introductory call takes 30 minutes. We set the baseline and indicators for a selected process.