What we solve ·What is unaccounted for, and what am I missing?
Forge · Build
How many hours a month go into work that could simply not exist?
They gave me a productivity target without any extra headcount.
On the data from your own tickets: how many hours go into repetitive work, which ones get eliminated and in what order.
Toil reductionSend this page to whoever decides
What you receive
- The quantified model of repetitive work, built on your own data.
- The ranking of candidates with the return calculated, build and maintenance included.
- The open, auditable arithmetic sheet, recalculable without us.
- In the project phase: the automations in production with an operating manual, an owner and a shutdown threshold.
The proof that applies here
- 13,400 hours a year of repetitive work eliminated, measured and sustained.
- 250,000 incidents analyzed and 700 automated agents in production.
- Recovery of an operation running under a contract with penalties.
How we solve it
The method, not the promise.
- The real history gets analyzed: volume, repetition, seasonality and actual handling time, not the declared one.
- It gets sorted into the four categories, and the first question is always whether the ticket should exist at all.
- The root cause upstream gets traced. Often the correct automation is to automate nothing.
- The candidates get ranked by hours recovered against the effort to build and to maintain, which is the half everyone forgets.
- The arithmetic gets handed over open, so you can recalculate it without us the following year.
Use this today, without hiring anyone
The four category sort, which is the heart of the method and can be run on your own history without help. Export twelve months of tickets, group them by type and put each group into one of these four:
- Eliminable. It should not exist: it comes from a defect, a badly granted permission, a confusing form. Fix it at the source and it disappears. It is the most profitable category and the last one anyone looks at.
- Automatable. It happens many times, always the same way, with clear criteria. This is where automating pays, and only here.
- Delegable to self service. The user could resolve it if they had somewhere to do it. It is cheaper than automating and usually pays off faster.
- Irreducible. It requires human judgment every time. Leave it alone and protect your people's time for this.
Multiply each group's volume by its real handling time and add the loaded cost. The eliminable category is usually between fifteen and thirty percent and it costs nothing in automation: it costs one conversation with the upstream area.
This sounds like you if
- Hiring is frozen and volume keeps going up.
- First line attrition is tied to work that repeats every single day.
- This year's productivity target requires recovering hours that are not measured today.
Before you hire
If the arithmetic does not show at least a threefold return in twelve months, the recommendation is not to do the project, and it is said in writing.
The figure behind this is not a proposal estimate: it is 13,400 hours a year eliminated, measured over 250,000 incidents and sustained in production. What you are buying is that whoever looks at your tickets has already done this exercise on an operation of their own and knows which of the four categories pays off first.
Of last month's tickets, what percentage should never have existed?
If the problem is a different one
The assessments people bring me talk about the company. I run operations.
Prioritization for operations
We run it in a spreadsheet and no product on the market does exactly this.
Custom operational application
We were told to bring the budget down and every owner defends their application.
Technology spend rationalization