Eight delivered builds, sector by sector.
Eight records, eight sectors, from a three-site practice to an industrial group running two plants. The business changes from one record to the next, the method does not. The durations and figures below add up at the end of the section.
No organisation is named here, and no logo appears. Our agreements forbid it, and a sector with its size tells you more about how comparable the work is to your own situation than a logo you cannot verify.
- Size
- Private practice, three sites, nine radiologists.
- The business problem
- The radiologist dictates the diagnosis, the transcription goes to the front office, and the signed report reaches the referring physician the next day.
- What we built
- A dictation agent that writes the report in the practice's own template while the next examination starts. The radiologist reviews, corrects and signs in the same screen, and every correction feeds back into the agent's tuning.
- Build duration
- 44 weeks, from scoping to production.
- Measured results
- Median delay between dictation and signed report divided by 4.6: from 19 h 40 to 4 h 15.
- Physician time per report cut from 21 minutes to 7 minutes 30, across 1,180 reports a week.
- Size
- Group insurer, four hundred people, one administration centre.
- The business problem
- Claims arrive as mismatched attachments, and manual sorting occupies the assessment team before any analysis starts.
- What we built
- An extraction and classification chain plugged into their existing administration system, with a human review queue below the confidence threshold and a written reason attached to every item sent to that queue.
- Build duration
- 68 weeks, 11 of them scoping.
- Measured results
- 3,400 claims classified each working day, 82 % of them assessed with no manual rework.
- Average time to first response cut from 6.2 days to 1.8 days.
- Size
- Accounting firm, eighty people, two offices.
- The business problem
- Entering supporting documents ties up the teams for the first week of every monthly cycle.
- What we built
- A document extraction and ledger reconciliation tool, integrated into the accounting software already in place. No new application to open, no second screen.
- Build duration
- 38 weeks.
- Measured results
- 47,000 documents processed in the first quarter of operation, 91 % of them reconciled without intervention.
- Monthly data entry hours cut from 620 to 178.
Sector
Equipment manufacturing
- Size
- Equipment manufacturer, two plants, two hundred and sixty people.
- The business problem
- Quoting from a client drawing ties up an engineer for days, and tenders go out late or do not go out at all.
- What we built
- A quoting assistant that reads the drawings and the specification, proposes a bill of materials and a costing, which the engineer arbitrates line by line. Nothing leaves without human arbitration.
- Build duration
- 57 weeks.
- Measured results
- Average time to answer a tender cut from 9 days to 2 days.
- 74 tender files handled monthly against 54 before, that is 37 % more with the same staff.
Sector
Industrial distribution
- Size
- Industrial parts wholesaler, one hundred and forty people, 11 service points.
- The business problem
- Customer service answers the same availability and delivery questions by hand, all day long.
- What we built
- An agent plugged into their ERP and into the carrier's tracking. It answers in natural language, and it abstains in writing when the data is missing instead of inventing a date.
- Build duration
- 33 weeks.
- Measured results
- 61 % of the 1,900 weekly requests handled with no human intervention.
- Median time to first response cut from 4 h 20 to 3 minutes.
Sector
Asset management, compliance
- Size
- Asset manager, one hundred and ninety people, two offices.
- The business problem
- Compliance review of outbound communications is done by sampling, and nobody knows what the sample lets through.
- What we built
- Systematic screening of outbound communications against their internal regulatory reference set, with a human review queue and a decision log that can be read item by item.
- Build duration
- 61 weeks.
- Measured results
- Screening coverage raised from 8 % by sampling to all 24,000 monthly communications.
- 143 exceptions raised monthly, 96 of them confirmed by the committee: the false positive rate is measured at 33 % and published internally, not hidden.
- Size
- Road carrier, 180 vehicles, three hundred and twenty people.
- The business problem
- Every disruption on a route forces dispatch to rebuild the day's plan by hand, in a spreadsheet.
- What we built
- A replanning engine plugged into their fleet management system. It proposes, the dispatcher accepts or refuses, and every refusal is logged with its reason and feeds the next round of tuning.
- Build duration
- 66 weeks.
- Measured results
- Replanning after a disruption cut from 40 minutes to 3 minutes.
- Empty running down 14 % over 9 months of operation.
- Size
- Food processor, two packaging lines, four hundred and eighty people.
- The business problem
- End-of-line packaging control is done by sampling, and defects are discovered at the distributor.
- What we built
- Vision-based inspection on both lines, with automatic rejection and a decision log that can be read image by image, including for the rejections an operator disputes.
- Build duration
- 79 weeks, 16 of them collecting images before the first line of code.
- Measured results
- Inspection raised from 4 % by sampling to all 38,000 units packed daily.
- Packaging defect claims cut from 61 to 9 a quarter.
What the eight add up to
- 446 weeks of building in total, that is 56 weeks on average per build, from scoping to production.
- 5,905 documents, files and requests handled each working day by the delivered tools, once the weekly, monthly and quarterly volumes are brought back to a working day.
- 8 sectors, 8 organisations, from three radiology sites to two food packaging lines.
These three numbers are the sum or the average of the eight builds above, and nothing else. The daily volume adds up the five builds that carry a counted document flow: medical imaging, group insurance, accounting, industrial distribution and compliance. The other three carry packed units, replans and tender files, which do not add up to documents.