What we solve ·Where do I put the budget?
Vanguard · Guide
Where does automating pay off inside your operation?
The assessments people bring me talk about the company. I run operations.
Your volumes and the points where automation pays off in your area, with the hours a year at stake in each one.
Prioritization for operationsSend this page to whoever decides
This sounds like you if
- An efficiency target arrived with no extra headcount to reach it.
- Hiring is frozen and volume keeps going up.
- The people with the best judgment end up doing work that repeats.
Use this today, without hiring anyone
How to quantify the repetitive work in your area without help. Three columns per process and one afternoon with your supervisors, and you will have the figure you are missing today to ask for budget.
- Volume per month. How many times it gets executed. Take it from the system, not from anyone's memory.
- Real unit time. Time three cases, do not ask. A supervisor's estimate is usually half the real time.
- Rework rate. What percentage has to be redone. It is the column nobody measures and the one that usually doubles the cost of the process.
Multiply the three, annualize it and apply the loaded hourly cost of whoever does it. That number is the conversation you cannot have with your leadership today and it comes out of data you already have. And a filter that saves you the most expensive mistake: a candidate that trips over three of these five does not get in, however high its return looks: data quality, integration cost, team resistance, lack of internal judgment and absence of an owner.
How we solve it
The method, not the promise.
- The processes get mapped by volume, unit time and rework, with data and not with estimates.
- The repetitive work gets quantified in hours a year and in money. That figure is what opens the budget.
- The candidates get ranked by return over difficulty of operation, not by technical ease.
- They get run through the filter of the five obstacles, and whichever trips over three is out even when it hurts.
- The ninety day plan gets delivered with the first one described at the level at which it can be contracted.
What you receive
- The inventory of the area's processes with volume and real cost.
- The quantification of repetitive work in hours a year and in money.
- The ranking of five candidates with open assumptions and the reasoned exclusions.
- The ninety day plan with the first candidate ready to contract.
The proof that applies here
- 13,400 hours a year recovered and 40% less manual work, measured over 250,000 incidents.
- An operation built from zero to 150 people across eleven teams.
- Six Sigma Black Belt.
Before you hire
The firm quantifies the work, it does not decide about anyone's job: the report carries no headcount recommendation.
What decides this is who recognizes in the first hour which process is not worth touching. That is learned by running the operation.
How many hours a year does your area spend on work that repeats identically, and where did that number come from?
If the problem is a different one