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Solutions · Workload & Capacity
Workloads and capacity management
We measure how much work your team really carries, where the time goes and what capacity you need. With that understanding we reorganize the effort so your people work more efficiently and effectively, before you decide to hire.
Sound familiar?
When staffing is decided on perceptions, without data
Some areas are overloaded and others have time to spare.
The team works overtime every month and we don't know whether we lack people or have too much disorder.
Everyone does a bit of everything and nobody can say where the time goes.
Peaks and unplanned work decide staffing, not a plan.
What do we solve?
From data to decisions about your people
An analysis of how human effort is spent, with the level of detail the decision requires.
01
Measure the workload with the data available
- From light to intensive: perceived workload surveys.
- Daily time logging for SSCs: a daily app where each person allocates their day in 30-minute blocks, in 2 minutes a day.
- Complex and automated processes: process mining on ERP records or task mining on workstations.
Answers: what is really the limiting factor (the capacity bottleneck)?
02
Model capacity
Demand against supply: volumes, peaks and forecasts, against the team by skill and contract type, with absences and overtime. Where capacity is lost.
Answers: is there a better way to raise utilization?
03
Redesign and plan
Current and target end-to-end flows, root-cause identification, indicators compared with APQC benchmarks and a plan to better manage your installed capacity and staffing.
Answers: how do we do more with the same team?
How is it left running?
First understand what is happening, then weigh the options
Decisions about how people, processes and systems interact are based on data, not perceptions. Your team keeps the indicators to measure the volume of work and infer impacts and, in certain projects, a capacity model to adjust when the demand forecast changes.
- Workload measurement suited to the scenario and its complexity: we make sure the diagnosis never costs more than the problem it solves.
- Understanding volumes and their impact on workload.
- When work is manual, Lean and process workshops are enough. In digitized and more complex environments we use process and task mining, and simulation capabilities.
Experience
We have analyzed workloads and capacity in:
- legal case processing at a law organization;
- the loan formalization area of a financial institution;
- the finance and control areas of a business group;
- and most shared services projects: for SLAs, center design and sizing the work migrations when processes are centralized.
Technology, after the process
Tools we implement in this line
Process and good practice come first; the tool comes after. One-off studies (snapshots) don't require implementing a tool as part of the project.
Main enabler
mindzie
Process and task mining: from system records and computer activity, it reveals how work really happens, the volumes, the bottlenecks and the micro-tasks.
Supporting enabler
Cflow · Kissflow · Netoloji
Where there are no records, a simple low-code workflow starts collecting process times, volumes and statistics while it organizes the work.
Supporting enabler
CostCtrl
Activity costs based on measured effort, when the capacity decision is also a cost decision (e.g., TDABC).
Technologies via e-CGS, our sister company and technology partner.
Are you short of people or long on disorder?
Let's talk before you hire. 30 minutes with our team.
