Network and business explanation

Figure 01 / 12

The population that monitoring actually sees

7,632 of 10,600 source items enter this monitoring calculation. The missing 2,968 items are a coverage gap, not evidence of low risk. Reconcile stable identifiers and amounts where appropriate before interpreting the alert rate.

Figure data and text version

Population state	Items
Included in monitoring	7,632
Absent from this run	2,968

A dense cluster can describe payroll, marketplace settlement, a household, or an activity needing further investigation. The business story determines the useful comparison.

High connectivity alone becomes the reason for an adverse conclusion.

All amounts, rates, capacity limits, and outcomes in this case are synthetic. The three conditions are separate assumptions for comparison. A better result in the response condition is not measured proof that the proposed control causes that improvement. The figures expose the calculation and its limits; a real deployment needs its own evidence.

Read the result

The daily source population is 10,600 items, but 2,968 are outside the completed monitoring run. The included population creates 577 hits and 346 unique cases. With 64 cases already open and capacity for 248, the queue closes at 162. Coverage, duplicate work, and staffing are separate causes; reducing one number does not prove that the overall control improved.

Figure 02 / 12

From scenario hits to unique cases

577 raw hits become 346 cases after removing 231 repeated references to the same case under the stated merge rule. Deduplication should reduce duplicate work while retaining the underlying events and reasons. It must not merge unrelated activity merely because values look similar.

Figure data and text version

Stage	Count
Raw scenario hits	577
Duplicate references	231
Unique cases	346

Figure 03 / 12

The queue balance is an accounting identity

Opening backlog 64 + arrivals 346 − completed cases 248 = closing backlog 162. Completion is capped by both available work and the stated capacity. This identity is useful even when average handling times are uncertain.

Figure data and text version

Movement	Cases	Definition
Opening backlog	64	Unresolved at window start
New cases	346	Unique arrivals in this window
Completed	248	Reached a defined completion state
Closing backlog	162	Unresolved at window end

Figure 04 / 12

Backlog accumulates across uneven days

This deterministic six-day example applies a stated daily arrival multiplier and a constant completion capacity. Unused capacity does not carry forward as completed work. The series is a workload illustration; it omits variable case durations and specialist routing. Horizontal positions are the labeled observations or scenarios; equal spacing does not imply equal numerical increments.

Figure data and text version

Day	Closing backlog
D1	162
D2	208
D3	375
D4	646
D5	779
D6	773

Figure 05 / 12

Arrivals and completions need separate plots

The service line cannot exceed the work available that day. A team can complete more cases than arrive while clearing an opening backlog. Conversely, stable staffing can coexist with a growing queue when arrivals remain higher than capacity. Horizontal positions are the labeled observations or scenarios; equal spacing does not imply equal numerical increments.

Figure data and text version

Day	Arrivals	Completions
D1	346	248
D2	294	248
D3	415	248
D4	519	248
D5	381	248
D6	242	248

Figure 06 / 12

An illustrative age profile of open work

The closing backlog is 162 cases. The 50/30/remainder split is an explicit illustrative age allocation, not a distribution inferred from the arrival model. Production age buckets must come from each case’s actual receipt and status history.

Figure data and text version

Age bucket	Open cases
Under one day	81
One to three days	49
Over three days	32

Figure 07 / 12

Completion outcomes are not criminal labels

Of 248 completed review tasks, 42 are referred for further assessment, 30 need another evidence action, and 176 close under the stated procedure. These are operational outcomes. None is a probability of money laundering or a substitute for a reporting decision.

Figure data and text version

Review disposition	Tasks
Referred for assessment	42
Further evidence action	30
Closed under procedure	176

Figure 08 / 12

Known-event tests assess specific coverage

The injected test set contains 100 known test events designed to exercise compare the network with the business story. The system surfaces 63. That 63% detection result measures this constructed test set only; it does not establish population-wide detection of illicit activity.

Figure data and text version

Measure	Count	Interpretation
Injected known events	100	Defined test population
Detected by the scenario	63	Expected evidence reached the control
Not detected	37	Investigate data, logic, and delivery
Real-world illicit prevalence	Unknown	Not inferred from this test

Figure 09 / 12

Data quality has several independent dimensions

Each row is a different field requirement over the same source population. Completeness alone does not establish that values are accurate or current. The case uses explicit illustrative missing counts to show how data quality can affect scenario coverage.

Figure data and text version

Field requirement	Present	Absent
Party reference	10,070	530
Event time	9,116	1,484
Counterparty context	7,420	3,180

Figure 10 / 12

Type the relationship before drawing an inference

This evidence map distinguishes a customer relationship, a transfer, and a case reference. The links support compare the network with the business story; they do not imply common ownership or intent. A shared data point is a lead whose meaning depends on source, time, and context.

Figure data and text version

From	To	Relationship
Network and business explanation	Counterparty A	Observed transfer
Network and business explanation	Profile record	Declared business
Counterparty A	Case record	Evidence reference
Profile record	Case record	Context for review

Figure 11 / 12

Case clocks start from defined events

A legal deadline, an internal response target, and an evidence-expiry date can start from different events. The hours here are internal teaching targets only. They are not BSA, sanctions, consumer-protection, or other statutory deadlines.

Figure data and text version

Event	Relative time	Operational meaning
Source event	T0	Activity occurred
Data arrival	T0 + 2 hours	The monitoring system learned it
Case created	T0 + 3 hours	Work entered an owned queue
Internal review target	T0 + 27 hours	Illustrative 24-hour target from case creation
Disposition	Recorded separately	Use actual decision and reporting records

Figure 12 / 12

The end-to-end delivery contract

The scenario is incomplete until the intended evidence reaches an owned case. For compare the network with the business story, verify source coverage, hit creation, queue acceptance, reviewer access, and final disposition separately. A green job status proves only that a job reported completion.

Figure data and text version

Boundary	Acceptance evidence
Source to scenario	7632 included source items; 2968 missing
Scenario to case	577 hits linked to 346 unique cases
Case to reviewer	Required evidence visible under the reviewer role
Reviewer to outcome	Disposition, rationale, and any separate reporting decision retained

Connect the result to the system

Compare transaction roles and timing with the declared business and plausible alternatives.

Check the population, evidence, permitted action, and actual effect together. A balanced calculation can still use the wrong population; a successful response can still leave an unknown financial outcome. The case’s numerical result applies only to its stated assumptions.