SHARE-ME GUIDE

Record Sheet for Measuring Business Card Management Time

Share-Me | Published October 31, 2026

To compare the time spent on business card management, simply measuring how quickly you press the scan button is not enough. By measuring everything from checking the details and correcting errors to finding the right person, you can discuss where the bottlenecks are.

This article introduces a record sheet that separates actual work, waiting, and elapsed time, along with calculation formulas. All numerical examples are fictional data used solely to illustrate the calculation methods. They do not represent time measured using Share-Me or other products, nor do they show actual implementation results or time-saving effects.

Do Not Mix Actual Work, Waiting, and Elapsed Time

• Actual Work Time: The time the person in charge actually spent on inputting, photographing, verifying, correcting, searching, etc. When totaling the time for multiple people, use "person-minutes."
• Waiting Time: Time when the target task cannot proceed, such as waiting for processing or a response. Distinguish between waiting that allows you to step away and waiting that requires monitoring the screen.
• Elapsed Time: The clock time from starting the target task until it is completed. If it spans multiple days, also record the date.

Fictional Example: If one person spent 4 minutes on input, 6 minutes waiting for processing while away from the screen, and 3 minutes on verification, and there were no other interruptions, the actual work would be 7 person-minutes and the elapsed time would be 13 minutes. Do not add the 6 minutes of waiting again to call it a "19-minute task."

If two people worked simultaneously for 5 minutes each, the total actual work might be 10 person-minutes, but it could be finished in 5 minutes on the clock. The total workload calculated by adding the time of multiple people and the length of time visitors or sales representatives wait for results should be reported as separate metrics.

In this article, waiting that requires monitoring and prevents other work is placed in a separate column as "Restricted Waiting." Even when viewing actual work and restricted waiting together, clearly state the definition. If monitoring time is already included when counting actual work, do not enter it again in restricted waiting.

Defining the End of Input, Verification, Correction, and Searching

Before measuring, the team must agree on what constitutes the start and end points. "Registered" is not the same as "usable as the correct contact information."

• Preparation: Up to sorting paper business cards or opening the necessary screens. Distinguish between preparation that occurs every time and initial setup.
• Input/Import: Up to inputting or photographing the target and submitting it for processing. Record the reason for any re-photographs.
• Verification: Up to comparing the specified name, company, email, phone number, etc., with the original and determining whether there are any errors.
• Correction/Re-verification: Up to correcting errors and checking the display after saving. Record cases with zero corrections as 0.
• Searching: Up to searching using the established clues and confirming the target person and the required information.

Registration and searching have different denominators. For registration, record the "number of business cards for which verification was completed," and for searching, record the "number of requested search tasks" and the "number correctly confirmed." Do not mix different units, such as dividing the number of times a search was attempted by the number of business cards.

If a meeting or phone call occurs while measuring time, record the interruption time and reason. If you only use figures excluding interruptions, decide on that rule before comparing. Do not exclude only the inconvenient cases; also keep the original record.

Workload Record Sheet You Can Copy and Use

The headers below are tab-separated. Paste them into cell A1 of a spreadsheet and record one processing unit per row. Enter only numbers in the minute columns, converting 30 seconds to 0.5 minutes, for example. This is a text design for measurement and is not a pre-configured Excel file.

Trial ID	Method	Target Count	Completed Count	Preparation Min	Input Min	Verification Min	Correction Min	Restricted Waiting Min	Unrestricted Waiting Min	Elapsed Min	Incomplete Count	Correction Target Count	Condition Notes

If multiple people participate in the same trial, enter the preparation, input, verification, correction, and restricted waiting as the sum of each person's time in person-minutes. Unrestricted waiting and elapsed time are the clock time for that trial. For trials with parallel processing, do not add the columns to calculate elapsed time; calculate it from the start and end records.

Keep Original Measurement Notes Brief

Trial ID / Date / Person in Charge:
Start Date/Time / End Date/Time:
Target and Completion Criteria:
Work Segment: Start, End, Process, Person in Charge
Waiting Segment: Start, End, Restricted Yes/No
Interruption: Reason, Time, Exclude from Totals Yes/No
Errors: Item, Correction Details, Re-verification Result
Incomplete: Target Reference, Reason
Conditions: Device, Network, Proficiency, Business Card Characteristics

If the time stopped for recording is significant, also make a note of it. Use both methods—placing an observer or recording the time at work breaks—so that the measurement burden is the same for both. For comparison business cards, only use those handled within the permitted scope, and do not include unnecessary personal information in reporting materials.

Calculation Formulas Make the Denominator and Scope Visible

In the column order above, C is the target count, D is the completed count, E–H are preparation, input, verification, and correction, I is restricted waiting, J is unrestricted waiting, and K is elapsed minutes. You can add the following calculation columns from column O onward. The following formulas are suggestions using general arithmetic and conditional logic.

• O2, Total Actual Work:=SUM(E2:H2)
• P2, Total Including Restricted Waiting:=O2+I2
• Q2, Actual Work per Completed Case:=IF(D2=0,"",O2/D2)
• R2, Completion Rate:=IF(C2=0,"",D2/C2). Display the result as a percentage.
• S2, Count Consistency:=C2-D2-L2. Check that it equals 0 if the definition is Target = Completed + Incomplete.

Displaying trials with 0 cases as 0 minutes/case can make the work appear extremely fast. If the completed count is 0, leave the unit time blank and report the reason for incompletion. Unmeasured time is also different from 0. Do not adopt the calculation result as is for trials containing blanks; treat them as trials with missing data.

Verify Calculations with Fictional Data

All the following values are fictional. Target 10 cases, completed 10 cases, preparation 2 minutes, input 8 minutes, verification 5 minutes, correction 3 minutes, restricted waiting 1 minute, unrestricted waiting 4 minutes, elapsed time 23 minutes, incomplete 0 cases, correction targets 2 cases. Assume one person processes them in order, with no interruptions or parallel work.

• Total actual work: 2 + 8 + 5 + 3 = 18 person-minutes.
• Total including restricted waiting: 18 + 1 = 19 person-minutes.
• Actual work per completed case: 18 ÷ 10 = 1.8 person-minutes/case.
• Percentage of correction targets: 2 ÷ 10 = 20%. This is a calculated value for this fictional example, not an actual measurement of recognition accuracy.
• Elapsed time: 23 minutes. Do not add the 4 minutes of unrestricted waiting to the total actual work of the person.

If you report only the 8 minutes of input while omitting verification and correction, it will not represent the 18 person-minutes of actual work required to complete the task in this example. When considering reductions, first identify which process to change.

Repeat Under the Same Conditions and Divide Total Time by Total Cases

A single measurement may be biased by the difficulty of the business cards or the person's familiarity with the task. Standardize conditions such as the name, required items, whether there are two sides, and text readability, and keep multiple records. Clearly label the initial practice as practice, and check it separately from work after stabilization.

If doing Method A first causes you to remember the target, switch the order or use a different target with similar conditions. Note trials where the network or person in charge was different, and investigate the cause rather than making a simple comparison. The overall plan for the trial can be organized in the Business Card Management Pilot Plan.

Fictional Aggregation Example: If the first trial is 18 person-minutes/10 cases and the second trial is 12 person-minutes/5 cases, the combined unit time is (18 + 12) ÷ (10 + 5) = 2 person-minutes/case. A simple average of 1.8 and 2.4, which is 2.1, cannot reflect the difference in the number of cases. For multiple rows, divide the sums as =SUM(O2:O4)/SUM(D2:D4), and do not calculate if the total completed count is 0.

However, if the time spent on incompletion is also included in the total, this is the "total burden for that trial with the completed count as the denominator." It does not mean the same as the time to process a pure success. Include the target count, completed count, and reason for incompletion, and do not evaluate the method with more incompletion as faster.

Compare Searching in a Separate Record

For search tasks, fix the clues and the end point, such as "confirm the email of the relevant person from the company name and surname only." Measure from the start until the correct person is confirmed, and also record trials where the person was not found. If setting a time limit, standardize it beforehand, and do not silently exclude failed trials from the aggregation. The success or failure of the feature itself can be judged separately in the App Evaluation Checklist.

Determine the Next Improvement by Looking at Correction Costs and Waiting

If correction time is long, review not only the input method but also the condition of the original and the verification rules. If searching takes a long time, investigate the search criteria, notation, and duplicate candidates. If elapsed time is long but actual work is short, check whether other work can be done while waiting for processing or if the business requires quick results.

Separate initial setup and training time from daily processing and keep it as "initial burden." If converting to labor costs is necessary, use the hourly rate and target process agreed upon within the company, and do not create actual savings amounts using fictional rates. You cannot judge that sales or meeting rates have improved simply because business card management time has changed.

Reports should group "conditions," "total actual work," "completed count," "elapsed time," "incompletion and correction," and "next points to verify." Do not decide whether to adopt it based on speed alone, and also separately confirm the accuracy of the information and whether only necessary people can view it.

With Share-Me, You Can Measure Paper Business Card Scanning and Searching

The official Share-Me guide explains how to digitize and save paper business cards using AI scanning and search by name, company name, phone number, email address, and other details. When confirming usage within your company, you can separate input, original verification, necessary corrections, and searching, and record them in this sheet.

The official guide also states that some manual correction may be necessary due to special designs or reflections. Do not consider scanning alone as completion; measure it including verification. This is not a guide stating that this workload can be measured automatically. See the Share-Me Feature and Usage Guide.

Official information confirmed on October 31, 2026. The measurement sheet is an original proposal. All numerical examples are fictional and are not actual measurements of the product's work time or efficiency effects.