The engagement · chapter 09 · in production
The run
Twelve weeks after go-live, measured the way document 07 said it would be: the same four metrics, pulled weekly from the case system and the approval log, against the audit's baseline. Shown here as the engagement reports them — the stop rule stayed in force the whole time.
Before & after
Audit baseline (documents 02–03) vs. weeks 9–12 in production.
| Metric | Before | After | Change |
|---|---|---|---|
| Hands-on time per opening | 5 h 30 m | 1 h 55 m | −65% |
| Signature → working file | typically 3 days (2–4) · worst 9 | same day, 92% | rest next-day |
| Letters out on signing day | rare | 96% of cases | — |
| Draft corrections | — (new metric) | 0.6% | from 14% in week 1 |
| Silent failures | 3 in the last quarter | 0 — every exception logged, with its cause | −100% |
Time returned at 25 cases/month: ≈ 90 staff-and-attorney hours a month — about 1,080 hours a year, in line with the audit’s ≈ $55,000 a year at the firm’s rates.
Corrections, converging
Share of drafts the team corrected, by week. Every correction became a rule change the following Monday.
Not zero, on purpose: a stretch with no corrections at all triggers a sampled re-review (document 05's over-trust control), it doesn't get celebrated.
The approval log — one morning, exactly as recorded
Every action with its actor and time; searchable, exportable, the firm's property. Three entries as the log renders them:
What the firm owns
Every rule, every template, every log
The 23 rules are written in plain language in the firm's own systems. Nothing is locked in a vendor account.
The data never left
Processing runs inside the firm's accounts under a scoped role the firm can revoke in one place, any day.
Walk away whole
If the engagement ends, everything keeps working and everything stays: the audit was the blueprint, and the firm owns the building.
The stop rule never fired
Armed from week 1 per document 07. The numbers held; had they not, the roadmap would have stopped with the firm keeping it all.
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