Increasing the capacity of your team begins with a choice: organize better, automate the repetitive or recruit where humans are lacking.
Seeking the context, re-entering, following up, correcting: this work also counts. A completed task must enable someone to act.
“A quote to maintain the equipment at our other site. ”
The cost estimate remains blocked: the technician must find the context.
Incomplete request, re-entry or lack of availability: change the blocking to see what to do next.
The site is missing. The request is still awaiting its buyer.
Exit blocking
A request entered.
The technician cannot prepare the quote.
Question ready to resume
“What site is this? ”
ResponsibleCoordination
She solicits the client and completes the file before pricing.
The question is assigned. The site remains to be specified before any costing.
The customer responded. The same elements remain to be copied.
Answer available
“This concerns the maintenance of equipment on our site Lyon. »
The email is read, the form is not yet prepared.
Sheet prepared to reread
ResumptionThe coordination checks
Then she entrusts the costing to the technician.
Classic automation may be sufficient. Address, perimeter and exceptions remain to be verified before continuing.
The file is complete. The technical visit remains to be carried out.
Preparation complete
A repeatable file.
The blockage is the presence and expertise required.
Human mission to cover
Carry out the visit.
Advise the customer.
To mobilizeA technician
The team decides between assigning reinforcement and recruiting if the need is lasting.
Recruitment may be the best answer. A well-prepared form does not carry out either the visit or the advice.
Ideas to check with your team, which can be combined.
Educational situations. Two work trips, with different responsibilities.
Request & next action
“Signed quote. The certificate will follow tomorrow. ”
The manager arbitrates unusual requests.
View customer request trackingContext & judgment
For review of the file
judgment retained
The partner arbitrates this point.
Compare files of similar complexity, including controls and revisions.
Examine possible connections| Landmark | What we observe |
|---|---|
| Capacity | Usable files completed over a comparable period. |
| Quality | Accurate, complete and usable information subsequently. |
| Repeats | Corrections and work redone after the first release. |
| Delays | Missed expectations and deadlines between steps. |
| Supervision | Check time and exception processing overhead. |
Starting from files of comparable complexity, over a representative period, with the same quality requirements. Include checking, corrections and work transferred to others. A faster flow that leaves more repeats does not prove a gain in capacity. The criteria are agreed before the test; the team then checks whether the output is actually used.
Bring an example of work that comes up each week. BM examines manual passages, tools and responsibilities to qualify the need.
Examine your loadA tailor-made solution around your process. The gains remain to be measured in your context.
Sometimes better organizing tracking and taking care of repetitive tasks frees up capacity. But expertise, presence and customer relations may require human reinforcement. The right decision depends on the remaining work, its duration and the expected level of service. The goal is to understand the need before adding people or tools.
Observe what is actually completed and taken up by the team, of comparable quality. Deduct supervision and corrections from any time released. Also track delays and exceptions. A successful demonstration does not prove regular use or savings. An experiment can lead to adjusting the flow, stopping it or strengthening the team.
The concentration of responses, context and exceptions in one person is a specific problem. The page on dependency on a key person deal with this situation. Here, we examine the capacity of the entire team and the trade-off between organization, technical support and recruitment. The two subjects can intersect, without being equivalent.
Sensitive decisions, business judgment and exchanges that require a human relationship remain their responsibility. Rare work, with unstable rules or without accessible sources does not necessarily justify development. Before connecting a stream, you must define the rights, validations and shutdown situations, then designate who picks up the exceptions.
