Chapter 03
Implementation process: The first build, followed by the audited roadmap.
The system acknowledges routine price-card jobs and holds a valid slot. Diagnostic, unusual or safety-sensitive work stays with the coordinator. So does anything with no slot for it. We name any phone or messaging connector before you approve the build.
Illustrative
A composite company, not a client. We model the inputs and the queue examples, then derive every total from the assumptions shown. A real audit measures each workflow in your operation.
- Profile
- Multi-van repair and maintenance operator
- Revenue
- €4.5M
- People
- 32
- Vans
- 14
The first build and what comes after it
P1 · first build
Enquiry handling and booking
Routine digital enquiries receive approved wording, a price from approved rules and a valid slot. Diagnostic, unusual and safety-sensitive work goes to a person before anyone confirms it.
- Hours a year
- 1,262
- Modelled share the system could carry
- 75%
P2 · audited roadmap
Quote follow-up
The quotes nobody replied to, followed up on a sensible rhythm, and stopped the moment somebody answers.
- Hours a year
- 620
- Modelled share the system could carry
- 70%
P3 · audited roadmap
Scheduling and rescheduling
It checks duration, technician skills, service area, travel, parts and the promised window before it proposes a move. The knock-on effect on the rest of the route stays visible.
- Hours a year
- 780
- Modelled share the system could carry
- 55%
P4 · audited roadmap
Job reports into invoices
Engineer notes, photographs, time and materials turned into a completed job record and draft invoice. Missing parts, unclear notes and price exceptions return for review before issue.
- Hours a year
- 410
- Modelled share the system could carry
- 65%
P5 · audited roadmap
After-care and reviews
Follow-up and review requests sent to every eligible customer under the same approved rule. Complaints, warranty cases and opt-outs route to aftercare instead.
- Hours a year
- 190
- Modelled share the system could carry
- 85%
Modelled opportunity across all five
- 2,239
- Hours a year the system could carry
- €85,082
- Equivalent internal capacity at the loaded cost above
- 1,023
- Hours a year that stay with your team
All five processes, not the one traced below. This is a capacity equivalent, not cash saved or revenue forecast. It excludes implementation cost, operating cost, review time and adoption. The audit is where these become your numbers instead of ours.
One process, end to end
Enquiry handling and booking
The first one, step by step, including the place a person stays in the loop and what happens to their correction afterwards.
-
01
System prepares
Acknowledges the enquiry
Routine digital requests receive approved wording. Calls and messages come in through approved business channels.
-
02
System prepares
Works out what the job is
Captures what is wrong, where and how urgent, without diagnosing it. It sends approved safety wording where that applies.
-
03
System prepares
Builds an estimate and holds a suitable slot
It checks approved price rules, duration, technician skills, service area, travel, parts and the promised window. Only then does it confirm anything.
-
04
Your team approves
A coordinator takes the awkward ones
Unusual, diagnostic, warranty and capacity exceptions wait for a coordinator. Gas, electrical, flooding and other urgent-risk signals go straight to the on-call person or the approved emergency instruction.
-
05
System prepares
Confirms and puts it in the diary
After approval where the rules require it, the customer gets the confirmation and the technician gets the job. The system schedules the follow-up.
We log every edit. A named process owner approves a repeatable rule before we version it and reuse it. One-off exceptions stay one-off. We test every change before release.
Of that, this one process accounts for 947 hours a year