Operations & Process (Little’s Law)

Whether you are building a custom machine or a financial report, we map the total time from “order received” to “invoice paid.” This analysis identifies where work sits idle and where hand-offs between departments are failing.

A lack of standardization leads to variance in cost. We analyze the variance in how different team members perform the same task to identify the most cost-effective “Gold Standard.” We then estimate the savings of moving the entire team to that standard.

Using a “Converging-Diverging” model, we identify the single point in your process that limits your total output. We quantify how much revenue is lost because of a specific “choke point”—be it a specific machine, a senior partner’s approval, or a specialized technician.

We analyze the efficiency of your primary “engine.” In manufacturing, this is machine uptime; in services, this is staff billability and utilization. We identify “Idle Capacity” (paying for resources you aren’t using) versus “Over-utilization” (leading to burnout and quality errors).

Every time you have to fix a mistake, you pay for it twice. We quantify the total cost of “Failure”—including material scrap, employee time spent on revisions, and the cost of client credits or returns.

We categorize activities into “Value-Add” (what the client pays for) and “Non-Value-Add” (manual data entry, unnecessary meetings, searching for files). Processes that may not necessarily work efficiently together create “friction” within the system by slowing down end-to-end delivery. By quantifying the cost of “Friction,” we show you how much margin is being eaten by administrative or operational “noise.”