Base scenario
| Input | Illustrative value |
|---|---|
| Task volume | 120 tasks per month |
| Manual time | 30 minutes per task |
| Assisted time, including review | 18 minutes per task |
| Adoption | 75% |
| Loaded labor rate | $60 per hour |
| Recurring cost | $420 per month |
| One-time setup | $3,000 |
Tasks using the workflow: 120 × 75% = 90. Time released: 90 × (30 − 18) minutes ÷ 60 = 18 hours. Capacity value: 18 × $60 = $1,080. Net monthly value: $1,080 − $420 = $660. Simple payback: $3,000 ÷ $660 = approximately 4.5 months.
Lower-adoption scenario
At 50% adoption, 60 tasks use the workflow. Time released: 60 × 12 minutes ÷ 60 = 12 hours. Capacity value: 12 × $60 = $720. Net monthly value: $720 − $420 = $300. Simple payback: $3,000 ÷ $300 = 10 months.
Formulae
Tasks adopted = monthly task volume × adoption rate
Hours released = tasks adopted × (manual minutes − assisted minutes) ÷ 60
Capacity value = hours released × loaded hourly rate
Net monthly value = capacity value − recurring monthly cost
Simple payback months = one-time setup cost ÷ net monthly value
If net monthly value is zero or negative, there is no positive payback under those assumptions.
Interpret the result carefully
Released capacity is not automatically a cash saving. Do not count capacity value and payroll saving for the same hours. Decide whether the time supports more completed work, reduces delay, avoids overtime or simply moves effort elsewhere.
The loaded rate is an input to test, not proof of realized value. The model also excludes any benefit or cost that has not been defined and measured.
What a pilot should measure
Measure time before and after, correction effort, completion quality, exception frequency, actual operating cost and effective use. Record outputs that are rejected or completed outside the new workflow.
This hypothetical example does not recommend purchasing a product. A real decision requires the contractor's own workflow, costs, records and controls.