The approval time shows how long an operation took to be completed. But it does not show where that time was consumed.
A proposal may require only a few hours of work and still remain in the process for days. This happens when time accumulates between receiving documents, checking, reading, typing, transfers between areas, and returns for correction.
Por isso, antes de buscar mais velocidade, é importante acompanhar o caminho real de uma operação.
Start by separating four pieces of information:
- Time in queue: how long the proposal waits before receiving service.
- Execution time: how much time the team effectively dedicates to the activity.
- Time between areas: how long the operation waits after a transfer.
- Rework: how much effort is spent on corrections and new checks.
It is also important to avoid an analysis based solely on the overall average. Extensive enrollments, low-quality documents, more complex operations, or units with higher volume can concentrate delays that disappear when all cases are grouped.
Another relevant step is to talk to those who execute the process. Many manual tasks do not appear in the official flow: parallel spreadsheets, queries in other systems, copies of information, and checks created over time.
Leadership does not need to start from the idea that the process is wrong. The goal is to understand which steps are still necessary, which can be organized differently, and where the time of specialized professionals is being consumed.
A faster approval does not depend on less rigor. It depends on reducing waits and tasks that do not increase the quality of the decision.