Estimate how many KYC verification cases a review team can complete in a working period after breaks, meetings, quality checks, and case complexity are considered. Use the capacity estimate to compare incoming volume with realistic throughput, expose a likely queue gap, and translate the result into an approximate reviewer requirement. This operational estimate does not replace staffing judgment or regulatory obligations.
Capacity is rounded down because a partial case is not counted as completed.
Capacity is the estimated number of complete KYC verification cases the team can finish during the selected period. The gap compares that capacity with incoming volume; a negative gap signals potential queue growth under the entered assumptions.
Use measured handling-time and productive-time data where possible. Urgent escalations, training, system outages, and complex cases can reduce actual output.
With 8 reviewers, 8 paid hours, 70% productive time, 18 minutes per case, and a 10% recheck rate, the team has 2,688 net minutes. Adjusted handling time is 19.8 minutes, so estimated capacity is 135 cases. Against 180 incoming cases, the gap is −45 cases and approximately 11 reviewers are needed.
Yes. Reduce productive review time so paid hours are not treated as fully available case-processing time.
It increases the effective minutes required per completed case, reducing estimated throughput.
You can, but the formula models total workload best with a representative blended average across the case mix.
Incoming work exceeds modeled capacity, so the current team cannot clear it within the selected period under these assumptions.
No. It covers the entered workload and efficiency assumptions; add contingency staffing separately if needed.
| Variable | Meaning |
|---|---|
| Reviewers | People assigned to review |
| Productive time | Paid time available for case work |
| Handling time | Average minutes for one initial review |
| Recheck rate | Additional quality-review workload |
| Incoming cases | Demand in the same period |