SR-DEMO-01 · Synthetic example

A consultation report, page by page

An office is considering a move. This worked example shows what can be checked before a large commitment, and where a responsible report must stop. All people, amounts and events are illustrative.

Synthetic material only. Not a real client case or a promise of results.

The sample shows one complete report format. It does not mean every consultation includes every chapter. The scope examples separate the main document, attachments, discussion and follow-up that need to be agreed.

Compare three example consultation scopes

SANRUI / WORKED REPORTSR-DEMO-01 · 1/5 · Synthetic example

Question, scope and initial position

Example question: “We have orders, but cash arrives slowly and meetings are often interrupted. Should we move the office?”

Record status: Entirely synthetic. No real company, client, chart or realised outcome is represented. Figures are illustrative, not an audit.
Scope: Compare a move with changes to current work arrangements. No investment, legal, structural or clinical advice.
Initial position: Do not commit to a move on the information available. First separate payment status from meeting disruption and clarify the missing spatial inputs.
Missing inputs: Verified orientation, occupancy history, a measured floor plan, contract terms, customer responses and comparable operating records.

SANRUI / WORKED REPORTSR-DEMO-01 · 2/5 · Synthetic example

Inputs and what they establish

Payment items to check, in CNY 10,000
Item	Amount	Status at review
A	40	Accepted; 16 days overdue
B	30	Accepted; due in 7 days
C	20	Acceptance incomplete; payment condition not met
D	10	9 days overdue; amount disputed

The four illustrative amounts sum to 100. This is a list of payment items, not a statement that every item is a recognised accounting receivable. Only A and D are overdue, totalling 50; 10 of that is disputed. Verify the actual contract and ledger before applying these labels.

A second illustrative record has six meetings, four interrupted by deliveries or passing staff. That small sample suggests a room-use question worth checking; it does not establish an effect on sales or payments.

Can establish: Which payment items need acceptance, collection or dispute handling; when and where interruptions occurred.
Cannot establish: That the office caused delayed payments, that a move will help, or that traditional chart relationships have been scientifically validated.

SANRUI / WORKED REPORTSR-DEMO-01 · 3/5 · Synthetic example

Traditional reading and competing explanations

Xuan Kong considers orientation, period and the distribution of Flying Stars. In this sample those inputs are not verified, so there is no claimed chart, favourable direction or relocation date. A doorway is first mapped as an actual entrance with observable traffic, not assigned an invented auspicious label.

A Zi Wei assessment would require the relevant person’s birth inputs and permission; a Qi Men assessment would need a defined question and an actual recorded chart time. Neither is fabricated here merely to make a combined report look complete.

Hypotheses to compare
Possibility	Evidence needed	What weakens it
Payment workflow	Acceptance records, due dates and responsibility for each item	Most delayed items are instead tied to customer disputes or contractual conditions
Room-use interference	Consistently recorded interruption type and timing	Interruptions remain unchanged after a limited rearrangement
Customer-side conditions	Actual reasons given, contract terms and payment commitments	Customers confirm a different reason supported by records

Assumptions to confirm, not silently adopt

Permission: The decision owner and affected staff can approve the trial; building and contract requirements are met.
Comparable evidence: Meeting counts, interruption definitions and payment items can be compared without mixing different populations.
Costs and timing: A real deadline permits the trial, its time cost is acceptable and an agreed stopping point exists.

SANRUI / WORKED REPORTSR-DEMO-01 · 4/5 · Synthetic example

Options, costs and first actions

Four options, no assumed improvement
Option	Cost or limitation	Decision condition
Stay as-is	No relocation cost; current issues remain to be clarified	Reasonable while essential records are missing
Limited trial	Staff time; no structural work or blocked exits	Try scheduled deliveries and a meeting no-interruption period; assign payment follow-up separately
Move	Rent, fit-out, downtime and management effort	Only reconsider after comparing actual operating needs and verified costs; never on a chart alone
Relevant assessment first	Professional review time and fees	Choose this before a trial where safety, contract or specialist requirements are unresolved

Record owner: reconcile A–D against the original records and separate accepted amounts from disputed or unaccepted work.
Office coordinator: record a comparable baseline, then try the limited meeting arrangement without changing unrelated procedures at the same time.
Decision owner: agree the trial duration, its cost ceiling and review date in advance. These are planning choices, not predicted dates of improvement.

SANRUI / WORKED REPORTSR-DEMO-01 · 5/5 · Synthetic example

Review record and grounds for changing course

Blank review record, to be completed after observation
Measure	Baseline	Follow-up
Meeting interruption rate	4/6 in the synthetic input; sample too small for a firm conclusion	Interrupted meetings / comparable meetings, using the same definition
Overdue amount	50 in the synthetic input, including 10 disputed	Original overdue items recovered; new overdue items listed separately
Acceptance backlog	20 awaiting acceptance in the synthetic input	Items accepted and unresolved reasons; do not count as recovered cash
Cost and adverse effects	Not yet measured	Time, spending, disruption or complaints caused by the trial

Review has not happened. A blank result is not a positive outcome. If the trial does not help, check the original hypothesis, external changes, comparable sample size and implementation. Consider reversing the change; do not extend the deadline indefinitely to preserve the original interpretation.

Even a later improvement would not by itself prove a traditional explanation caused it. This website does not publish original client materials or real consultation records. Public samples do not quote clients or demonstrate achieved outcomes.

Longer-term costs and a reason to stop

Include recurring coordination, staff disruption and the cost of reversing a move. Record who bears those costs. If the original problem does not improve at the agreed review, or adverse effects outweigh the benefit, reassess or stop; do not keep adding paid adjustments to preserve the original explanation.