How to assess the return on workflow automation

1. Measure a representative workflow

Choose a bounded task such as copying an order, preparing a report or following up an incomplete record. Time several ordinary runs and some exceptions. Separate active work from waiting time.

Add each person’s contribution. Three people spending two minutes each means six minutes per record. If your estimate already covers the whole team, do not multiply it by headcount again. Include quiet periods and peaks rather than projecting one exceptional month across a year.

2. Calculate the time actually released

• Current workload

  Records × working minutes per record ÷ 60 = hours per month.

• Work after automation

  Approval time + exception handling + monitoring and upkeep, in hours per month.

• Released time

  Current workload − work after automation. Human checks remain part of the calculation.

• Net capacity value

  Released time × loaded hourly cost − additional recurring costs. This values capacity, not proven cash savings.

3. A worked example with explicit assumptions

This is a fictional illustration, not a BSAE quote or customer result. Amounts use EUR; the method also works in CHF if every input uses the same currency.

Over 12 months at constant volume, gross capacity value would be EUR 6,240. After EUR 1,440 of recurring costs and EUR 4,800 of setup, the balance would be zero: a first-year return of 0% on the capacity valuation, despite releasing time from launch.

If salaries and expenditure stay unchanged, the net EUR 400 per month is not cash saved. For a financial return calculation, use achievable expenditure reductions or justified additional margin instead of time value. Do not count the same benefit twice.

4. Test a less favourable scenario

At only 100 records per month, the same example gives 10 hours of current work, 2.5 hours of checks and 2 hours of monitoring. Released time falls to 5.5 hours. At EUR 40/hour and EUR 120 of recurring costs, net value becomes EUR 100 per month: theoretical payback rises to 48 months.

This is why volume matters. Also consider more exceptions, subscription changes and a gradual rollout. If net value is zero or negative, the formula does not produce a positive payback period.

5. Consider benefits and risks beyond time

Automation may make records easier to follow, reduce omissions or shorten delays. Choose an observable measure for each benefit, such as incomplete records, corrections or turnaround time. Do not assign arbitrary monetary amounts to make the calculation attractive.

A process that spreads incorrect data can create more work. Human approval, alerts and recovery procedures may still be needed even when they reduce the theoretical gain.

6. Start with a trial you can evaluate

Choose a frequent, stable task that is easy to compare before and after. Define test volume, success criteria, exceptions and an owner for monitoring. The first decision may be to simplify the process or use an existing feature.

For a discussion with BSAE, prepare your tools, an anonymised example, observed volumes and timings. We can then assess feasibility and scope the options before recommending development.