Start with the current process
Enter how often the task happens and how many minutes it takes, including the routine handling you genuinely expect to change. Estimate the proportion that can be automated, then allow for human exception handling, checking and ongoing maintenance. Do not count work that will simply move to another team as eliminated.
The starting numbers are an illustrative scenario, not a measured result or a quote for implementation. Replace them with observed process data. Use a fully loaded hourly cost consistently, and discuss whether released capacity will be redeployed, absorbed or converted into an actual cost reduction.
Two different kinds of benefit
Released capacity is the estimated staff time no longer required for the task, valued at your hourly input. It can be useful even when nobody’s salary changes: staff may serve customers faster or clear a backlog.
Realised savings are the proportion of that capacity value you can reasonably convert into a financial saving. The calculator applies the percentage you specify, deducts monthly operating costs and uses the remaining monthly benefit for simple payback. A non-positive benefit has no finite payback in this simplified model.
The calculation
Estimated monthly hours released equal task volume multiplied by manual minutes and the automatable share, less ongoing review hours, divided by 60 where appropriate. Released hours are floored at zero. Gross capacity value equals those hours multiplied by the hourly cost.
Net monthly capacity value deducts monthly operating costs. Net realised savings apply the realisation percentage to gross capacity value before deducting those costs. Simple payback divides the implementation cost by positive net realised savings. It excludes financing, tax, discounting and wider organisational effects.
Check the exceptions before approving a build
A useful trial covers routine cases, missing data, duplicated inputs and the circumstances where a person must decide. A process that is technically automatable may still be unsuitable if the exceptions are frequent or the data is unreliable. Agree who owns failures and how staff can see what happened.
Run a conservative scenario with lower volume, a smaller automatable share and more review time. If the case only works under optimistic assumptions, begin with a smaller proof of the workflow. The calculator runs locally in your browser and does not send these inputs to me.
Common questions
Is released staff time the same as reduced payroll?
No. Time can be redeployed without reducing a cash cost. The realisation input makes that distinction explicit.
Does the implementation input represent your price?
No. It is your planning assumption. Actual implementation is quoted after the process, integrations, exceptions and acceptance criteria are understood.