Annual cost
estimatedabout €19,000 a year
low confidencebetween 12,000 and 25,000
Exact sum: €18,720
From 3 of its 5 processes.
Left out of the total: New customer setup, one piece of data is missing.
1 process not analysed is not included.
handmetric°Process audit
Process report
What each process costs, how much of it can be automated, at what risk, and where to start.
Handmetric has not measured or timed anything: the figures are estimates made from what was declared about each process, each with its confidence and range.
Today: 14 of 16 figures estimated. One more process has not been calculated and is not in the count.
What is missing to complete this report · How it was estimated
The company and its processes are made up. The figures are not: they are worked out by the same engines that work out any company's, from the data shown in each chapter. What could not be estimated is left without a figure, as in a real report.
Summary
3 of the 5 processes cost about €19,000 a year (between 12,000 and 25,000; low confidence). Where to start: Bank reconciliation (chapter 1).
From 3 of its 5 processes.
Left out of the total: New customer setup, one piece of data is missing.
1 process not analysed is not included.
Exact sum: €18,720
Each total is computed only over the processes with that axis estimated, and says how many were left out. Euros are added up; points are averaged.
about €19,000 a year
low confidencebetween 12,000 and 25,000
Exact sum: €18,720
From 3 of its 5 processes.
Left out of the total: New customer setup, one piece of data is missing.
1 process not analysed is not included.
about 25 out of 100
high confidence
Average of 4 of its 5 processes.
1 process not analysed is not included.
about 74 out of 100
high confidence
Average of 4 of its 5 processes.
1 process not analysed is not included.
about 36 out of 100
low confidencebetween 35 and 38
Average of 3 of its 5 processes.
Left out of the average: New customer setup, waiting for the annual cost.
1 process not analysed is not included.
1 process is described but not analysed: describing it does not calculate it.
Done: How often, how many cases, how long it takes and the hourly cost: that is enough for the annual cost in Bank reconciliation (chapter 1), Supplier invoice entry (chapter 2) and Preparing quotes (chapter 3).
Done: What is at stake: that is enough for the risk in the 4 analysed processes.
How long does each case take, or the whole batch?
The annual cost and, down the line, the priority depend on it.
In New customer setup (chapter 4).
Follow-up: 0 of 5 automated · 5 pending.
The mark is the estimate; the band, the values it can lie between.
| Process | Annual cost | Drawn, from €0 to €15,000 | Priority | Figures |
|---|---|---|---|---|
| With the priority estimated | ||||
|
1 Bank reconciliation 3 steps · monthly · Accounting · chapter 1 |
about €2,500 a year Low confidence · between 1,200 and 3,800 |
about 37 out of 100 low Low confidence · between 36 and 39 |
4 of 4 figures estimated | |
|
2 Supplier invoice entry 4 steps · weekly · Accounting · chapter 2 |
about €7,500 a year Medium confidence · between 5,200 and 9,800 |
about 37 out of 100 low Medium confidence · between 35 and 39 |
4 of 4 figures estimated | |
|
3 Preparing quotes 3 steps · weekly · Sales · chapter 3 |
about €8,700 a year Medium confidence · between 6,100 and 12,000 |
about 34 out of 100 low Medium confidence · between 33 and 36 |
4 of 4 figures estimated | |
| Without the priority estimated · by what they cost; no number until there is one | ||||
|
New customer setup 2 steps · weekly · Administration · chapter 4 |
not estimableOne piece of data is missing | Not added | not estimableWaiting for the annual cost | 2 of 4 figures estimated |
| Not analysed | ||||
|
Purchase orders 0 steps · weekly · Purchasing · chapter 5 |
not analysed | not analysed | not analysed | |
| The company, in total |
about €19,000 a year Low confidence · between 12,000 and 25,000 From 3 of its 5 processes. Left out of the total: New customer setup, one piece of data is missing. 1 process not analysed is not included. |
about 36 out of 100 Low confidence · between 35 and 38 Average of 3 of its 5 processes. Left out of the average: New customer setup, waiting for the annual cost. 1 process not analysed is not included. |
14 of 16 figures estimated | |
The systems named by the steps of these processes, according to their texts, and how many of those steps are manual and repetitive. One that appears in many steps of several processes is a good place to start: a single automation can help several at once.
| System | Steps | Manual and repetitive | Processes |
|---|---|---|---|
| Excel | 4 | 4 | 3 |
| Correo | 3 | 3 | 3 |
| Contabilidad | 2 | 2 | 2 |
| Banca en línea | 1 | 1 | 1 |
| Carpeta compartida | 1 | 1 | 1 |
| Word | 1 | 1 | 1 |
Consecutive steps of the same process done in different systems. It may be copying data from one to the other, which is among the first things to automate.
Chapter 1
3 steps · Accounting · analysed on 15 September 2026
The steps in the order they are done today, with who does them and with which tool. A step marked “decides” needs a person's judgement.
| # | Step | Who and with what | Today |
|---|---|---|---|
| 1 | Export the bank transactions | AndrésBanca en línea | manual repetitive looks automatable |
| 2 | Match each transaction to its invoice | AndrésExcel | manual decidesrepetitive partly automatable |
| 3 | Note the differences | AndrésExcel | manual repetitive needs a person's judgement |
Every figure carries its confidence and its range; every axis without a figure, its status and the reason.
about €2,500 a year
low confidencebetween 1,200 and 3,800
About 100 hours of work a year, between 52 and 160.
3,120 cases a year × 2 min × €24/h = €2,496
Why confidence is low
3,120 cases a year, at 2 minutes each.
about 24 out of 100 low
high confidence
low risk, from 5 of 5 signals.
about 76 out of 100 high
high confidence
Automation potential: high, from 6 of 6 factors.
about 37 out of 100 low
low confidencebetween 36 and 39
Priority level low.
What it costs today and what would no longer be spent by automating what can be automated. The saving is worked out with the priority —the cost times the automation potential— and is an estimate with its confidence; what would stay manual is what the recommendation says, or the steps themselves if there is none yet.
| Today | With automation |
|---|---|
Estimated annual costabout €2,500 a year low confidencebetween 1,200 and 3,800 About 100 hours of work a year, between 52 and 160. |
Estimated annual savingabout €1,900 a year low confidencebetween 940 and 2,900 By automating what can be automated, not the whole process: it is the cost times the automation potential. What would stay manualThere is no recommendation yet. According to each step's description — whether it needs a decision or a person's judgement —:
1 step could be automated. |
There is no recommendation for this process yet.
What was taken for granted to reach each figure.
None: no data is missing to estimate this process.
Chapter 2
4 steps · Accounting · analysed on 15 September 2026
The steps in the order they are done today, with who does them and with which tool. A step marked “decides” needs a person's judgement.
| # | Step | Who and with what | Today | Proposal |
|---|---|---|---|---|
| 1 | Download the invoice from email | LucíaCorreo | manual repetitive2 min looks automatable | automate automatic flow |
| 2 | Check the amount against the purchase order | LucíaExcel | manual decidesrepetitive3 min partly automatable | stays manual |
| 3 | Enter the invoice in the accounting software | LucíaContabilidad | manual repetitive3 min looks automatable | automate document reading |
| 4 | File the PDF in the month folder | LucíaCarpeta compartida | manual repetitive1 min looks automatable | automate automatic flow |
Every figure carries its confidence and its range; every axis without a figure, its status and the reason.
about €7,500 a year
medium confidencebetween 5,200 and 9,800
About 310 hours of work a year, between 210 and 410.
2,080 cases a year × 9 min × €24/h = €7,488
Why confidence is medium
2,080 cases a year, at 9 minutes each.
about 24 out of 100 low
high confidence
low risk, from 5 of 5 signals.
about 77 out of 100 high
high confidence
Automation potential: high, from 6 of 6 factors.
about 37 out of 100 low
medium confidencebetween 35 and 39
Priority level low.
What it costs today and what would no longer be spent by automating what can be automated. The saving is worked out with the priority —the cost times the automation potential— and is an estimate with its confidence; what would stay manual is what the recommendation says, or the steps themselves if there is none yet.
| Today | With automation |
|---|---|
Estimated annual costabout €7,500 a year medium confidencebetween 5,200 and 9,800 About 310 hours of work a year, between 210 and 410. |
Estimated annual savingabout €5,700 a year medium confidencebetween 4,000 and 7,500 By automating what can be automated, not the whole process: it is the cost times the automation potential. What would stay manualAccording to the recommendation:
3 steps could be automated. |
How to automate this process, for management. It carries no figures: the saving and the cost are the ones above.
Let invoices reach the software by themselves
Invoices are read from email and go into the accounts without retyping. Lucía only reviews the ones that do not match their order.
Set up the email rule for the five suppliers with the most invoices.
medium The invoice reader needs setting up and a month of testing.
A band, not a figure in weeks or euros: it depends on the supplier, the state of the systems and the company's calendar.
What was taken for granted to reach each figure.
None: no data is missing to estimate this process.
Chapter 3
3 steps · Sales · analysed on 15 September 2026
The steps in the order they are done today, with who does them and with which tool. A step marked “decides” needs a person's judgement.
| # | Step | Who and with what | Today |
|---|---|---|---|
| 1 | Read what the customer asks for | MartaCorreo | manual decidesrepetitive5 min needs a person's judgement |
| 2 | Look up prices and stock | MartaExcel | manual repetitive15 min looks automatable |
| 3 | Write the quote | MartaWord | manual repetitive15 min partly automatable |
Every figure carries its confidence and its range; every axis without a figure, its status and the reason.
about €8,700 a year
medium confidencebetween 6,100 and 12,000
About 360 hours of work a year, between 250 and 480.
624 cases a year × 35 min × €24/h = €8,736
Why confidence is medium
624 cases a year, at 35 minutes each.
about 14 out of 100 low
high confidence
low risk, from 5 of 5 signals.
about 66 out of 100 medium
high confidence
Automation potential: medium, from 6 of 6 factors.
about 34 out of 100 low
medium confidencebetween 33 and 36
Priority level low.
What it costs today and what would no longer be spent by automating what can be automated. The saving is worked out with the priority —the cost times the automation potential— and is an estimate with its confidence; what would stay manual is what the recommendation says, or the steps themselves if there is none yet.
| Today | With automation |
|---|---|
Estimated annual costabout €8,700 a year medium confidencebetween 6,100 and 12,000 About 360 hours of work a year, between 250 and 480. |
Estimated annual savingabout €5,700 a year medium confidencebetween 4,000 and 7,500 By automating what can be automated, not the whole process: it is the cost times the automation potential. What would stay manualThere is no recommendation yet. According to each step's description — whether it needs a decision or a person's judgement —:
2 steps could be automated. |
There is no recommendation for this process yet.
What was taken for granted to reach each figure.
None: no data is missing to estimate this process.
Chapter 4
2 steps · Administration · analysed on 15 September 2026
The steps in the order they are done today, with who does them and with which tool. A step marked “decides” needs a person's judgement.
| # | Step | Who and with what | Today |
|---|---|---|---|
| 1 | Ask for the tax details | AndrésCorreo | manual repetitive looks automatable |
| 2 | Enter them in the software | AndrésContabilidad | manual repetitive looks automatable |
Every figure carries its confidence and its range; every axis without a figure, its status and the reason.
One piece of data is missing
To estimate this we need to know how long each case takes, or the whole batch. How often, how many cases and the hourly cost are already there.
No figure, not a zero. Until it has one, this process does not add to the company's total cost.
about 38 out of 100 medium
high confidence
medium risk, from 5 of 5 signals.
about 78 out of 100 high
high confidence
Automation potential: high, from 6 of 6 factors.
Waiting for the annual cost
It needs the annual cost, the risk and automation.
The risk and automation are already there.
No data of its own is missing.
No figure, not a zero.
What it costs today and what would no longer be spent by automating what can be automated. The saving is worked out with the priority —the cost times the automation potential— and is an estimate with its confidence; what would stay manual is what the recommendation says, or the steps themselves if there is none yet.
| Today | With automation |
|---|---|
Estimated annual costnot estimableTo estimate this we need to know how long each case takes, or the whole batch. |
Estimated annual savingnot estimableThere is no saving figure without the priority estimated. This cannot be worked out without first estimating the annual cost. What would stay manualThere is no recommendation yet. According to each step's description — whether it needs a decision or a person's judgement —: According to each step's description, none needs a decision or a person's judgement. 2 steps could be automated. |
There is no recommendation for this process yet.
No figure of this process needs assumptions beyond the declared data.
What still needs to be known or checked to calculate these figures.
Chapter 5
0 steps · Purchasing
This process is described but has not been analysed: there is no figure to show for it, only what is known and its steps.
The process has no steps.
Method
The figures in this report are estimates from how each process was described, not measurements. They come from multiplying what was declared — how often it is done, how many cases, how long it takes, what an hour costs — and from assessing the steps one by one; Handmetric timed nothing.
How far the figure can be trusted, by how many of the data behind it are declared and corroborated. A composite figure is trusted no more than its weakest input, and a total no more than the weakest process in it.
The range is the margin within which the figure may lie with the data at hand. For the annual cost it is ±15 % with high confidence, ±30 % with medium and ±50 % with low; on the 0-to-100 axes it is what the figure could be if every unknown factor turned out to be the minimum or the maximum.
Estimated figures are shown rounded, because they are no more precise than the data they come from: “about €3,500”, to two significant figures, or three with high confidence. The range is rounded outwards, so it always contains the exact figure, and a figure above zero is never rounded to zero. Under the cost goes the exact sum that produces it (for older analyses, once they are run again), and totals are rounded on the exact sum, which is also given. What is exact arithmetic, such as the hourly cost or what a meeting costs, is not rounded. What is stored does not change: rounding applies only to what is shown.
The company totals are given over all its processes: they add up only those with that axis estimated and name the ones left out, with the reason. A process without an estimate does not add a zero: it is not in; nor is one not yet calculated, which is stated separately. Euros are added; points out of 100 are averaged.
The recommendation, when there is one, is written by a language model from the described process and carries no figures: the saving and the cost are always the engines' own.