Queue service capacity

Figure 01 / 12

The population that monitoring actually sees

16,418 of 16,500 source items enter this monitoring calculation. The missing 82 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	16,418
Absent from this run	82

An arrival count, handling-time distribution, and staffing plan describe different parts of queue demand. Averages can hide a growing tail of complex cases.

Measure cases rather than duplicate hits and track workload, service, age, and carryover.

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 16,500 items, but 82 are outside the completed monitoring run. The included population creates 707 hits and 672 unique cases. With 138 cases already open and capacity for 854, the queue closes at 0. 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

707 raw hits become 672 cases after removing 35 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	707
Duplicate references	35
Unique cases	672

Figure 03 / 12

The queue balance is an accounting identity

Opening backlog 138 + arrivals 672 − completed cases 810 = closing backlog 0. 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	138	Unresolved at window start
New cases	672	Unique arrivals in this window
Completed	810	Reached a defined completion state
Closing backlog	0	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	0
D2	0
D3	0
D4	154
D5	39
D6	0

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	672	810
D2	571	571
D3	806	806
D4	1,008	854
D5	739	854
D6	470	509

Figure 06 / 12

An illustrative age profile of open work

The closing backlog is 0 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	0
One to three days	0
Over three days	0

Figure 07 / 12

Completion outcomes are not criminal labels

Of 810 completed review tasks, 138 are referred for further assessment, 97 need another evidence action, and 575 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	138
Further evidence action	97
Closed under procedure	575

Figure 08 / 12

Known-event tests assess specific coverage

The injected test set contains 100 known test events designed to exercise size capacity with queue arithmetic. The system surfaces 96. That 96% 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	96	Expected evidence reached the control
Not detected	4	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	16,467	33
Event time	16,418	82
Counterparty context	16,252	248

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 size capacity with queue arithmetic; 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
Queue service capacity	Counterparty A	Observed transfer
Queue service capacity	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 size capacity with queue arithmetic, 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	16418 included source items; 82 missing
Scenario to case	707 hits linked to 672 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

Measure cases rather than duplicate hits and track workload, service, age, and carryover.

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.