When process analysis helps
Tasks build up between departments, responsibility is unclear and reports do not explain delays. In a warehouse, this might mean searching for the same goods repeatedly; in an office, several approvals for the same action. Analysis helps distinguish necessary checks from duplicate work.
What we examine
We choose a workflow with a defined start and outcome. We identify who performs each action, what data they need and how exceptions are handled. Then we compare the documented procedure with actual work.
- Process steps, waiting time and handovers.
- Roles, decisions and ownership of data.
- Duplication across spreadsheets, documents and ERP.
- Errors, rework and manual workarounds.
How we use Lean
Lean helps identify waiting, unnecessary movement, rework and activities that do not contribute to the outcome. We use BPMN or value-stream maps when they help the team understand the workflow. After analysis, we agree on the future process and test it in a limited area before a broader rollout.
Deliverables agreed at the start
The scope can range from mapping one workflow to designing an operating model connected to system configuration. Standard operating procedures describe how work is carried out; they are not simply job descriptions.
- Current process map and problems with their causes.
- Revised workflow and responsibilities.
- SOPs and instructions for agreed operations.
- Implementation plan, validation criteria and automation requirements.
Do you have to replace the ERP?
No. Simpler approvals, clearer data-entry rules or changes to the current system may be enough. We determine integration and development needs after analysis. For a first conversation, pick one operation and explain where it slows down.