LensReading which lens this session carries.
The catalogueAI GBS & Global Business ServicesContinuous ImprovementAnalytical

Service GB10C

Benefit Verification

Runs analytical. Starts when a drift signal breaches tolerance. It runs 79 times a week across 5 stations. One of those stations stops for a person and 4 are done by an agent, none of them on the shared spine.

Runs a week

79

90 in flight right now.

Stations

5

1 person · 4 agent · 0 spine

Agent share of steps

80%

Autonomy on this service is set at 70% against a ceiling of 78%.

Decisions a person makes

1

Held by Head of Continuous Improvement.

Touchless

61%

Share of runs that complete without anybody opening them.

Timetable against actual

212.7h

Actual 199.4h, 13.3h under the timetable.

Operations

The lane diagram

Read it left to right.

Person1 station and 36% of the dwellAgent4 stations and 64% of the dwellShared spine0 stations and 0% of the dwell1 crossing between lanes
Human
decides
Agent
does the work
GBS
shared spine
System
attributed by rule
Enterprise Data Warehouse
Group ERP — Financials
Core HR and Payroll
Source-to-Pay Suite
Group ERP — Financials
Click any station to see who does it, what it costs in time, the rule that gates it and the system attributed to it.

Operations

Every station in order

The same stations as a list, with the dwell the estate records against each one and the system a station of that shape would touch.

#StationLaneWhoLayerDwellTargetIn flightSystem
1

Pull baseline

AgentWaste Detection Agentworkflow12h 16m14h 58m13Enterprise Data Warehouse
2

Measure actual

AgentRoot Cause Agentworkflow8h 59m14h 18m16Group ERP — Financials
3

Reconcile

Hands over at finance

AgentExperiment Design Agentworkflow5h 3m11h 45m22Core HR and Payroll
4

Draft verdict

AgentBenefit Measurement Agentworkflow3h 6m6h 23m30Source-to-Pay Suite
5

Ratify

Held for a named human when the unit exceeds the improvement decision envelope, when confidence falls below the floor, or when a policy clause is engaged.

HumanHead of Continuous Improvementpolicy16h 14m38h 51m9Group ERP — Financials

Operations

Run it

Change the volume, move the autonomy line, release a gate, and watch what happens to the hours in each lane and to the time it takes one run to get through.

Move something
Demand100%
79 a week is what the estate records.
Decisions handed to agents0 of 0
This service has at most one gate, so there is nothing to hand over without removing the last human decision.
People on the gates37 people
Each one is assumed to have 2,100 productive minutes a week, which is 35 hours.
Agent speed100%
100% is the dwell the estate records today.
Person time a week
1,282.4h
79 items at 974 minutes of decision each.
Agent time a week
2,322.6h
1,764 minutes an item, which does not compete for a person.
Gate load
99%
Inside capacity, with 12.6h of headroom.
Stations without a person
80%
1 gate left on 5 stations.
Where an item spends its time
36% waiting on a person
64% in the agent lane
An item now takes 2,738 minutes of worked time end to end against 2,738 in the recorded estate, a change of +0%. This is worked time, not calendar time: nothing here models a queue or a weekend.
What this model is, on Benefit Verification

The simulation is arithmetic on the estate, not a queueing model.

How it runs

Run it again, going wrong

The same unit and the same stations, broken the way the estate already records breaking.

5 stations, walked twice

Once clean, once with the categories the estate counts

This is the same unit on the same stations, breaking.

No break below was chosen.

One play head, two tracks, the same scale. The clean run stops when it runs out of stations; the other one keeps going.

As written

5 stations, nothing waiting, nothing sent back

0 min of 46 hrs

now Pull baseline · Waste Detection Agent · 12 hrs

As the ledger has it

the same stations, plus 2 categories the estate already counts

0 min of 47 hrs

now Pull baseline · Waste Detection Agent · 12 hrs

personagentshared spinework the break addsnobody working it

What breaks, and where it is counted

No break below was chosen.

What the two runs say together

2 counted categories land on this procedure.

What this run cannot claim

These breaks are shown together on one unit so the shape of a bad day fits on one screen.

Two clocks run. Worked time is the sum of the time the work is actually being done …

Live observability

Systems this service would touch

Attributed by rule from the function's system list.

4 systems attributed

0 of 4 returning records

The system register

Group ERP — Financials

SAP S/4HANA · ledger · bidirectional · critical

modeled

2 of 5 stations attributed here · would write back

Enterprise Data Warehouse

Snowflake · analytics · inbound · critical

modeled

1 of 5 stations attributed here · read only

Core HR and Payroll

Workday HCM · hcm · bidirectional · critical

modeled

1 of 5 stations attributed here · would write back

Source-to-Pay Suite

SAP Ariba · procurement · bidirectional · critical

modeled

1 of 5 stations attributed here · would write back

System attribution is a rule, not a reading.

Who runs it

Orchestration and accountability

Orchestrated by
Continuous Improvement Orchestrator
That orchestrator’s remit
Owns improvement work end to end inside AI GBS & Global Business Services. Runs 3 lines across 17 stations, drains the repeatable share into the AI-OPS tower, and holds 2 human gates.
Accountable person
Head of Continuous Improvement
Sub-function
Continuous Improvement
Shared spine tower
Not on the shared spine
Hand-over points
finance

Other services in this sub-function

2 alongside this one

Signal to ImprovementGB10AIdea to BacklogGB10B

What this page is and is not

This is a catalogue of the modeled estate.