The current route, step by step
We trace where a request starts, who takes it on, which information they receive and what they pass forward. Real examples help reveal waiting, repeated steps and work that returns to an earlier stage.
Process analysis and redesign
Clear ownership at every handover
Clarify how orders, approvals and tasks move through your company. We identify bottlenecks and define practical working rules your team can use every day.
Explore the solution01 / Who it is for
Does work only move when someone chases it?
Sales says the order was sent. The warehouse is waiting for confirmation. The customer calls for an update. These gaps often hide missing information, unclear approvals or assumed responsibilities. In a small team, analysis helps turn the owner’s unwritten knowledge into shared rules and define cover for absent colleagues. In a larger organisation, it clarifies handovers between departments or branches, working differences and escalation paths. We start with what people actually do, including the workarounds they rely on to finish a task, rather than treating the written procedure as the whole picture.
02 / What the project can include
Make the rules behind the work visible
Clear ownership and handovers
We define who owns each stage and what makes it complete. That includes the information the next colleague needs, who approves decisions and who takes over when someone is absent or an agreed deadline is missed.
A proposed route with room for exceptions
We separate organisational changes from software needs. The proposed process includes rules for incomplete information, unavailable stock, changed orders and declined approvals. The people doing the work help check whether these rules are practical.
03 / Illustrative example
Illustrative example: from order to delivery
Imagine a company selling equipment. A confirmed order reaches the warehouse without a delivery window, while the courier learns too late that installation is required. We review the case with sales, the warehouse and the delivery coordinator. The proposed route defines the information needed before handover, who confirms availability and who discusses changes with the customer. Unavailable stock follows a separate path. The team walks through normal orders and exceptions using these rules before deciding which parts should be implemented in software.
04 / How we work
From everyday work to agreed rules
- 01
Choose the process
We agree where the process begins and ends, who is involved and what needs to improve. We select representative cases, including one that stalled or went backwards.
- 02
Validate the current route
We speak with the people doing the work and compare their accounts with available records. Together we confirm the actual steps, handovers, approvals and recurring exceptions.
- 03
Test the proposed route
We map a revised route and walk through the same cases with the team. We check ownership, required information and what happens when a condition is not met.
- 04
Agree the changes
We document accepted rules, open questions and the order of changes. Organisational actions are separated from automation work that needs its own implementation and verification stage.
05 / What you receive
A process map your team can use
- Maps of the current and proposed process, including inputs, outputs and handover points.
- A responsibility matrix and rules for approvals, cover arrangements and exceptions.
- A prioritised list of changes and requirements ready to inform an automation implementation.
What the project can include
What we agree before the analysis
- We define the process and who can validate it; a map cannot confirm rules the team has not discussed.
- The analysis and proposed redesign do not automatically include software implementation or changes to employees’ duties.
- We assess outcomes using available evidence; savings estimates remain assumptions until the changes are measured.
Where we start
Discuss your project
Tell us about a task that frequently stalls: where it starts, who handles it and where questions arise. An anonymised example and the roles involved help us define the scope of analysis.
Clarify your process