From process start to accepted outcome
Process Auditor
Do you know how your processes
actually perform?
Process documentation tells you how work should happen. Process Auditor reveals how it did happen—across people, systems, decisions, waiting, and rework.
Fictional example · Approval process
The process completed.
The operating story is different.
Illustrative finding
The approval decision took 42 minutes. The business waited 6 days for the required evidence to arrive.
How this example is counted: 19 hours active work + 463 hours waiting + 51 hours rework = 533 hours (22 days, 5 hours). Days mean 24 elapsed hours, not working days. The categories are mutually exclusive; rework is not counted again as active work. The bar shows each category’s share, not event order.
All times and the finding above are illustrative, not customer results. For a real audit, agree on start/end events, the evidence available, and how pauses or overlapping work are classified before interpreting the results.
What the numbers change
Stop asking who is slow.
Start seeing where the operation waits.
Where does work pause?
Separate productive execution from queues, unavailable information, and unresolved ownership.
Why does work repeat?
Connect rework to missing rules, evidence, decisions, and upstream process conditions.
What should change first?
Prioritize the operating constraint with the greatest measurable effect—not the loudest complaint.
How does BOP know?
The answer is assembled from execution evidence.
BOP connects the model of the operation to what actually occurred. Process Auditor measures the difference.
Your process
What would your Operating Truth reveal?
Start with one approval, change, onboarding, specification, or custom process.
Choose your process