Non-production processes
In non-production and administrative processes, we focus on how a company actually handles requests, orders, documents, approvals, complaints, internal tasks or customer inputs.
Administrative processes often create unnecessary costs, delays, duplicated work, unclear responsibilities or recurring errors. These issues may not be immediately visible, but they can significantly slow down the organisation and reduce the quality of service provided to customers or internal users.
Our analysis combines process mapping, discussions with people involved in the process, measurement of selected steps and, where possible, analysis of available data. The aim is to understand how the work is actually performed, identify bottlenecks and propose practical improvements.
In many cases, it is not necessary to immediately purchase new software. It is often enough to improve the process setup, clarify responsibilities and make better use of the tools the company already has available – such as Microsoft Office, internal records, existing systems or simple reports.
We have extensive experience in optimizing all types of processes.
What we focus on in non-production processes
In the analysis of non-production processes, we can focus in particular on:
- handling of customer or internal requests,
- order and approval processes,
- flow of documents and information,
- administrative agendas between departments,
- recurring errors, exceptions and complaints,
- duplicated work and unnecessary re-entering of data,
- waiting times between process steps,
- unclear responsibilities and handovers,
- deadlines or SLA performance,
- team workload and capacity,
- areas where unnecessary costs or time losses are created.
The scope of the analysis is always adapted to the specific issue. In some cases, it makes sense to review the entire customer or internal workflow; in others, it is more effective to focus on one agenda, department, request type or problematic point in the process.
Analysis of available data in administrative processes
Available data can be an important input when assessing non-production processes. This may include data from systems, reports, internal spreadsheets, request records, CRM, helpdesk tools, order systems or other operational records.
Such data helps us understand how the process works in practice – how many requests are created, how long they take to process, where waiting times occur, where errors repeat, which types of cases are the most demanding and where teams may be unnecessarily overloaded.
We do not treat data as a separate reporting exercise, but as one of the inputs for process analysis, optimisation and improvement. The output is a clear analytical view with practical conclusions and recommendations on what should be addressed first.
Process mapping and workflow improvement
In non-production processes, mapping the current state is often valuable in itself. A process map makes it clear who does what, in what sequence, where information is handed over, where waiting times occur and which steps do not create real value.
Based on the process map, we can identify areas where the process is too complicated, unclear or unnecessarily dependent on a specific person. We then propose changes that can simplify the workflow, reduce errors and shorten processing time.
The goal is not to create process documentation only for formal purposes. A process map should be a practical tool for understanding the issue and deciding what should be changed.
More effective use of existing tools
When improving administrative processes, we first look at what the company already uses. Many issues can be solved by improving the way work is organised, simplifying records, adjusting existing spreadsheets, clarifying rules or using standard tools more effectively.
In practice, this may include better use of Microsoft Office, simplification of internal forms, adjustment of records, standardisation of working methods or preparation of a clearer basis for decision-making.
This approach is often faster, less expensive and less risky than immediately purchasing a new system. New software makes sense only when it is clear what problem it should solve and which process it should support.
Tailored solutions based on client needs
If existing tools are not sufficient or the process requires a specific solution, we can also help define a tailored software solution or adjust the workflow according to the client’s needs.
Even in such cases, we first analyse the process itself. Software should not simply transfer an inefficient process into a digital form. It should support a better designed, clear and practically functioning process.
For this reason, we always try to make use of existing tools first and consider a new solution only when it makes sense from both a business and process perspective.
Inputs for automation or new software
If a company is considering new software, automation or robotisation of part of a process, we can prepare detailed inputs that help define the requirements for the supplier correctly.
In practice, this means understanding the current process and defining the issues, expectations, data inputs, outputs, rules, exceptions and links to other activities or systems. Such business analysis reduces the risk that the new system will not reflect the company’s real needs.
A well-prepared specification also helps the client communicate more effectively with software suppliers, compare proposals and avoid solutions that may work technically but do not support the actual workflow.
Process improvements without unnecessary supplier dependency
We design process improvements so that they are practical, clear and sustainable for the client in the long term.
If the solution involves software, automation or technology, we aim to minimise the risk of unnecessary dependency on a single supplier. It is important that the client understands their own process, has clearly defined requirements and retains control over the further development of the solution.
That is why we emphasise high-quality analysis, clear specifications and solutions based on process needs – not only on the capabilities of a particular software product or supplier.
The output of the analysis is prepared so that it can be used for management decision-making, internal process change or preparation of requirements for a supplier.
Depending on the scope of cooperation, it may include for example:
- a description of the current process state,
- a process map,
- identified bottlenecks and problem areas,
- an overview of unnecessary steps, waiting times or duplicated work,
- evaluation of available data,
- proposed practical improvement measures,
- recommended priorities,
- inputs for automation or new software,
- recommendations for cost reduction and process improvement.
Our objective is that, after the analysis, the client has a clearer understanding of their process and a practical basis for deciding what should be addressed next.