1. Agree the scope
Discuss the problem, outcomes, available data, people and constraints. Agree the processes to assess, deliverables, timing and fee before the assessment begins. The scoping call does not book or purchase the full assessment.
Book a Lean AI Opportunity AssessmentWhere should AI
Where should AI
earn its place?
Start with your business problem and the process behind it. Identify what to eliminate, what to simplify and where AI-assisted work or automation has a defensible business case.
What happens next
A decision you can act on.
2. Examine the real work
Map workflow and customer value. Establish baseline effort, lead time, quality, demand and cost. Identify waste and readiness gaps.
3. Compare the options
Evaluate elimination, simplification, conventional automation and AI augmentation or automation. Test business value, feasibility and operational risk.
4. Prioritise and plan
Receive an opportunity matrix and roadmap: improve now, pilot, investigate or keep manual. Each pilot has an owner, acceptance criteria and benefits assumptions.
Assessment and delivery schedules are agreed around Alan’s Friday and weekend availability. Specialist technical build support is scoped separately where needed.
The business case · Why Lean + AI?
More AI is not the goal.
A better business is.
AI can release capacity, shorten response times and support better decisions. Lean makes sure the work is worth doing. Six Sigma tests whether the result is reliable. Agile helps teams learn before they scale.
Faster, better service
Target waiting, rework and inconsistent decisions. Measure lead time and quality, including exceptions and human review.
Time for valuable work
Remove duplicate work first. Use AI on appropriate remaining tasks. Plan how released capacity will improve throughput, service or growth.
Evidence before scale
Compare AI with simpler alternatives. Include implementation, integration, review, maintenance and operating costs in the business case.
Illustrative example · not a client result
Why automate work you could eliminate?
A process takes 1,000 hours a month. Lean removes 300 hours of unnecessary work. A pilot then reduces human effort on the remaining 700 hours by 40%, releasing another 280 hours.
300hWaste eliminated first
280hAdditional capacity released
420hHuman effort remaining
At an illustrative £30/hour, 580 released hours represent £17,400/month of gross capacity value, before costs. This is not automatically cash savings. Automation alone at 40% would release 400 hours; simplifying first avoids investing in work that should disappear.
Net realised value = cash savings + realised capacity or revenue benefit + quality benefit − implementation and ongoing costs. Avoid double counting the same gain.
Start with the business problem.
Assess the opportunity, remove waste and agree the smallest pilot that can prove value.