Approximately 2,200 hours
Recurring administrative and operational work handled annually by active improvements and systems.
Operational results
Approximately 2,200 recurring hours handled every year.
Across active workflows and systems, 2,196 hours of recurring work are handled annually. That work represents approximately $154,000 in measured annual labour value. A separate $73,000 staffing reduction remains a projection and is not included in the measured figure.
The operational problem
The largest opportunities often hide inside ordinary recurring work.
Better Hours has improved recurring work across lead intake and follow-up, customer and CRM workflows, expense processing, purchasing, inventory, sales tracking, production planning, maintenance, payroll preparation, scheduling, access control, reconciliation, completion assurance, tax administration, and operational reporting.
The six operating categories total 183 hours monthly, or 2,196 hours annually: 25 hours in lead, customer and request management; 32 in finance and payroll administration; 36 in purchasing, inventory and production; 30 in scheduling and workforce administration; 30 in completion assurance and exception handling; and 30 in reporting and management visibility.
The public headline rounds the measured total to approximately 180 hours monthly and 2,200 hours annually. Examples named inside a category are part of its total, not additional hours.
The approximately $154,000 figure is measured annual labour value based on the roles associated with the recurring work. The separate $73,000 figure is a projected annual staffing reduction and is not included in the measured labour-value total.
Each improvement began with the real workflow, removed unnecessary steps, and used the appropriate combination of automation, integration, validation, alerts, and managed software.
What improves
Less manual work. Better information. More capacity.
Approximately $154,000
Measured annual labour value associated with the recurring work.
Approximately $73,000 projected
Potential annual staffing reduction, reported separately and not included in measured value.
Common opportunities
Where better systems can help.
Every engagement begins with the real workflow—not a predetermined software product.
- Lead, customer and request management — 25 hours monthly
- Finance and payroll administration — 32 hours monthly
- Purchasing, inventory and production — 36 hours monthly
- Scheduling and workforce administration — 30 hours monthly
- Completion assurance and exception handling — 30 hours monthly
- Reporting and management visibility — 30 hours monthly
Our approach
Measure before building.
Measured starting point
Start with observed work or a defined recurring workload the business would otherwise complete.
Active changes only
Count work only after it has been removed, improved, or handled by a working system.
Role-based value
Value the recurring work using the actual roles associated with it instead of a generic industry rate.
Separate projections
Keep measured labour value and projected staffing reductions clearly distinct.
Transparent totals
Convert monthly work into annual totals and explain how the public headline is rounded.
Questions
Common questions.
Does $154,000 mean an equal cash saving?
No. It is the measured annual labour value associated with the recurring work. Recovered capacity, avoided hiring, and cash savings have different economic effects and should not be treated as interchangeable.
Is the projected $73,000 included in the $154,000?
No. The $73,000 figure is a projected annual staffing reduction. It is reported separately and is not included in the measured labour-value total.
How were the hours calculated?
The six categories total 183 hours monthly, or 2,196 hours annually. The public headline is rounded to approximately 180 hours monthly and 2,200 hours annually. Named examples are already included and should not be added again.
Start with the work you already do