Process analysis & optimisation

Efficient processes are the foundation for transparency, quality and sustainable growth.

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Efficiency does not happen by accident.

Efficient processes are the result of clear structures, defined responsibilities, and a consistent focus on value creation. Systematic process analysis and optimization create transparency regarding workflows, reduce friction, and lay the foundation for sustainable efficiency gains, digitalization, and growth.

Growth, new locations, additional systems, or changing responsibilities often increase complexity within a company. Decisions take longer, information is lost at interfaces, and processes evolve over the years without fully meeting current requirements.

Making complexity visible and manageableMaking complexity visible and manageable

A structured process analysis makes these connections visible and reveals where bottlenecks, friction losses, and untapped potential lie along the value chain.

How do processes become the foundation for sustainable growth?How do processes become the foundation for sustainable growth?

Based on process analysis, we purposefully develop processes further and create clear responsibilities, efficient and scalable workflows, and transparent decision-making paths. Well-structured processes form the foundation for digitalization, automation, and sustainable growth. This creates an organization that implements changes faster, uses resources more effectively, and remains high-performing in the long term.

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Making organisation and processes fit for the future

How we approach process analysis and optimisation

Analysing the process landscape

We create transparency about existing workflows, responsibilities and interfaces along the entire value chain. This builds a shared understanding of how processes actually work today, where friction arises and where action is needed.

Identifying potential for improvement

We analyse processes systematically for bottlenecks, media breaks, duplicated work and unnecessary complexity. This shows where workflows can be simplified, resources used more deliberately and collaboration improved for the long term.

Process design, standardisation and optimisation

We develop processes so that workflows mesh smoothly and responsibilities are clearly settled. Together we design target processes fit for the future, define workable standards and create transparency about roles, responsibilities, interfaces and decision paths. The result is process reliability, efficient workflows without friction, a consistent way of working and lasting improvements in the company.

Digitalising and automating processes

We identify digital and automated solutions where they create concrete value in everyday work. This reduces manual effort, shortens lead times and creates the conditions for a capable organisation that is ready for the future.

Key figures and process control

We develop key figures and steering instruments that make processes measurable and show progress clearly. This creates a solid basis for decisions and a clear foundation for developing processes and organisation in a targeted way.

Implementation support and change management

We support the roll out of new processes and make sure the changes land in everyday work. Together with managers and employees we create the conditions for concepts to turn into lasting improvements and measurable results.

PROJECT EXAMPLES

Process analysis & optimization

Select a topic area

Moving away from person-dependent production processes

Industry: Custom manufacturing of steel structural components

Our role: Consultant

Project objectives

  • Removing interruptions in the production flow
  • Avoiding scrap and duplicated work
  • Ensuring the best possible use of resources
  • Ensuring quality and on-time delivery
  • Increasing efficiency

Key results

  • Systematic identification of processes and workflows that have evolved over time
  • Identifying isolated digital solutions implemented to date
  • Structured recording of existing solution ideas from key users for improving workflows
  • Reorganization of processes and workflows to improve the flow of information to subsequent process steps
    • For example, in purchasing, to optimize procurement in terms of quantity, price, and delivery dates
    • For example, in intralogistics, to manage storage areas for semi-finished and unfinished goods within production
  • Improved on-time delivery through better material availability
  • Reduced scrap through documented change management
  • Lower material costs through optimized order quantities
  • A foundation for introducing end-to-end business software and AI building blocks

Approach

  • Analysis of the current production process through structured interviews with key users
  • Recording management's strategic direction for future development, including sales and production sites
  • Analysis of software solutions used in design and production
  • Simplified process visualization to identify bottlenecks, specifically highlighting where manual intervention is required due to ambiguity and how missing information is obtained
  • Expert discussions with key users to clarify the content of individual process steps
  • Reorganizing activity-based process steps into data-driven end-to-end processes, including preparation
  • Introduction of business software that meets the requirements
  • Changing the flow of information by systematically enriching order data during the production process, including status information on production steps
  • Implementation of process changes and demonstration of efficiency gains by measuring lead times, on-time delivery, and scrap rates

Improving organizational efficiency

Industry: Manufacturing company in the timber industry

Our role: Consultant

Project objectives

  • Increasing competitiveness
  • Developing an implementation plan to increase organizational efficiency
  • Improving existing core processes and cross-departmental interfaces using a four-dimensional model

Key results

  • Organizational efficiency improved by 27% at the contribution margin 2 level through better lead times
  • Improved working capital through reduced stock levels, which increased liquidity and enabled the use of early payment discounts
  • A shared mindset among production team leaders and a common understanding of quality and efficiency
  • Closing the manual gap between order preparation and machine production by digitally connecting machines (NC data)
  • Introduction of paperless production at machine and manual workstations through the digital availability of parts lists, production plans, and labeling
  • Increased transparency in purchasing through early notification of material and assembly requirements, enabling the utilization of purchasing advantages
  • Improved feedback on withdrawals to manage stock levels, and time tracking to determine work-in-progress
  • Baseline documentation for auditors and simplified inventory management

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Approach

  • Analysis of the current state: identifying potential for improvement in existing core processes and locating media breaks
  • Development of adjustments, including a calculation of efficiency gains
  • Detailed alignment with process owners and development of revised process steps, including the information required at each stage
  • Development of process adjustments, taking into account machinery, IT infrastructure, and the requirements of controlling, accounting, and quality management
  • Implementation with a pragmatic, value stream-oriented system of key performance indicators to measure efficiency gains at the company level

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Transformation during corporate acquisitions

Industry: Retail

Our role: Consultant

Project objectives

  • Consolidating the infrastructure
  • Creating synergies in digital capabilities
  • End-to-end IT integration
  • Developing a digital strategy based on consolidations and synergies, taking company goals into account

Key results

  • Increased efficiency and lower system and license costs by optimizing the digital infrastructure and digital capabilities gained through the acquisition (consolidations and synergies)
  • A documented and assessed analysis of digital infrastructures and digital capabilities for both short- and long-term planning

Approach

  • Comprehensive analysis of the current state of digital infrastructures and digital capabilities to identify overlaps and complementarities
  • Analysis of...
    • ... the existing system landscape in terms of functions, features, usage, license structure, and costs
    • ... system-relevant business processes and the data architecture
    • ... the network and cloud infrastructure, as well as a review of the existing security strategy
  • Consolidating and visualizing results in a structured matrix or table overview
  • Developing consolidation and synergy proposals, considering digital infrastructures and digital capabilities
  • Assessing and prioritizing proposals with management, taking the following factors into account:
    • Impact on the company
    • Complexity of the consolidation or synergy
    • Budget requirements & available resources
  • Developing a digital strategy based on consolidations and synergies
  • Creating a consolidation and synergy plan based on priorities and aligned with the digital strategy
  • Delivering the consolidation and synergy plan in collaboration with internal system owners and system providers
  • Creating consolidation and synergy documentation, coordinating efforts, and providing hands-on staff training in collaboration with internal system owners and system providers
  • Monitoring consolidations and synergies against intended goals

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