Everyone knows where the work piles up. Now prove it.

Enter your process steps, each step's daily capacity, and the work currently sitting in queue. Little's Law does the rest: your true lead time, your constraint, and how close each step is to breaking. No stopwatch required — yesterday's numbers are enough.

Incoming demand (items per day)

New claims, orders, applications, tickets arriving daily.

Process StepCapacity (items/day)Items in queue (WIP)

Your Constraint

System Throughput

items/day — you can't ship faster than the constraint

Total WIP

items currently inside the process

Lead Time

days from entry to exit (Little's Law: WIP ÷ throughput)

Everyone knows where the work piles up. Now prove it.

Utilization by step