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Operations audit: from diagnosis to the tool

How I run an operations audit, applied to a fictional 25-person agency: where work gets stuck, what it costs, what to tackle first and the software that comes out of the plan.

Role
Auditor and Product Manager
Period
Example
Sector
Fictional creative agency (Estudio Brío)
22% → 30%average margin, 90-day target
11 → 3days from delivery to invoice
9% → 3%unbilled hours

The challenge

Estudio Brío, a fictional agency, doesn't have a sales problem but a flow problem: a third of its projects go back to production because of incomplete briefs, 9% of hours never reach an invoice and it takes 11 days to bill work already delivered.

What I did

Images

Summary for management: three findings and what to expect in 90 days.
Example · fictional company Summary for management: three findings and what to expect in 90 days.
From brief to invoice: the flow between teams and its five bottlenecks.
Example · fictional company From brief to invoice: the flow between teams and its five bottlenecks.
Where it gets stuck and what it costs.
Example · fictional company Where it gets stuck and what it costs.
What to tackle first: impact and effort matrix.
Example · fictional company What to tackle first: impact and effort matrix.
30-60-90 day plan with the five metrics to track.
Example · fictional company 30-60-90 day plan with the five metrics to track.
The app that comes out of the plan: profitability per client and drift alerts.
Interface concept The app that comes out of the plan: profitability per client and drift alerts.
Project view: estimated versus actual hours, by phase and by person.
Interface concept Project view: estimated versus actual hours, by phase and by person.
Pending invoicing: what can be billed today and what is blocked.
Interface concept Pending invoicing: what can be billed today and what is blocked.

What I take away

Half of the improvements need no software: clear rules and a 30-minute committee. Software comes later, to sustain what already works.

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