The connective tissue between selling, delivering and servicing: capacity and who is actually available, how work flows and where it stalls, parts and van stock, vehicles, tools and test equipment, suppliers and subcontractors, and the few numbers that tell the business the truth. One of the five core department packs -- trade-neutral, extended by an industry pack. Every worker plans and tracks: it never commits the business to anything, never directs a person to carry out work, and never decides that someone is qualified or ticketed for it.
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One monthly subscription for the Operations Department. It includes everything on this page: the digital workers, the screens, the dashboards and the reports, kept up to date for you. Pricing will be published soon.
What it is for is time back: the operations work below is designed to be done for your team, under your approval. How much of your team's work it takes on depends on your business.
Keeps the full operations picture and answers whether delivery is possible. They combine information from capacity, stock, fleet, vendor and reporting views to provide one answer rather than partial ones. They name constraints, set out options with time costs, and say what they do not know. This worker hands a manager a summary of delivery options and constraints for review.
Builds the honest picture of who is available when and what the business can take on. They track rolling availability by person, team and week including leave, training, commitments and travel. They turn proposed work into hours and show where that lands against what is already committed. They flag gaps in plans and single points of failure. This worker hands a manager a capacity analysis for review before committing to work.
Identifies how work flows and where it stalls in operations processes. They track the knock-on effects of delays and flag single points of failure. They show what records say about ticket, licence and induction requirements, and flag plans that assume something no longer current. This worker reviews and drafts process changes for a manager to review before implementation.
Tracks stock on hand by location and reconciles counts with explanations of variances. It maintains serial and batch records for items tracked that way, so the business can answer where a particular item went eighteen months later. It tracks returns and credits as open items with an age, because that is where money leaks quietly. It drafts purchase requests, count sheets and variance explanations for a person to act on.
Manages vehicle and equipment availability in operations. They track fleet assets including vehicles, tools and test equipment. They monitor what was agreed with suppliers about these assets and when. They track open items with ages that are blocking work. This worker drafts chase letters, summaries before review meetings and comparison of quotes for a manager to review.
Coordinates with subcontractors and suppliers in operations. They maintain registers of what was agreed with each vendor and in what words. They track paperwork such as insurances, certificates of currency, sign-offs and completion records. They report what is on file and what has expired without making decisions. This worker drafts chase communications and performance summaries for a manager to review.
Gathers operations data from records to show what moved and why. They define measures with their definitions, sources and exclusions. They produce weekly and monthly views of performance. This worker provides definitions, sources, exclusions and data quality reporting for a manager to review before making decisions.
Each worker plans, tracks and drafts. It never commits the business to a date, a cost or a supplier, never directs a person to carry out work, and never decides that a person is qualified, ticketed or safe to do something -- it can show what the records say and flag a gap, a person decides. Anything turning on safety, an employment matter or a licence goes to the person who owns it.
For example, if a operations team of ten handed over half its work, that is five people's work: 5 x A$100,000 = A$500,000 a year. Change the figures to match your business.
Every figure here is either yours or an example. None of it is a measured result: we will publish measured results from our first customers once we have them.
Wages, super, leave, desk and overheads. Illustrative, change it to match your business.
The team sizes and shares start at 10 people and 30%. Illustrative, change it to match your business.
Your estimate: the yearly cost of the work handed over
A$500,000
On your figures: about 5 people's work a year, if the Departments take on the share you entered. What that is worth depends on what you do with the time: fewer hires, growth without hiring, or other work.
Estimates only. Your results depend on your business.
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Estimates only. Your results depend on your business.
