Clients who succeeded with us

The response times and quality of the service center varied significantly. We analyzed everyday workflows, created new metrics, and established uniform procedures. Productivity improved and the customer experience was leveled across all teams.

The path to becoming a customer was complicated and caused long wait times. We mapped the entire service chain, eliminated redundancies, and created clear responsibilities. The process accelerated and the customer experience improved significantly.

Demand and supply chain management was partly based on manual work and variable forecasting. We assessed the maturity of the processes, created a development path, and standardized the control model. Predictability improved and decision-making became data-driven.

The steps of the picking process were slow and varied between employees. We created a process description, eliminated waste, and established clear work models. The throughput of the picking process increased, errors decreased, and warehouse capacity improved without additional personnel.

The management of product changes was slow, and there was waste between the stages. We mapped the process from end to end, created roles and responsibilities, and clarified the change management model. The new structure accelerated decision-making and improved information flow between teams.

The operations in the restaurant units varied, and the management of work was fragmented. We created a clear daily management model that provided visibility into demand, resources, and issues. A common way of operating increased predictability and consistency throughout the chain.

The factory had several individual development experiments, but no common operating model. We led a comprehensive Lean transformation from order to delivery. Processes were unified, unnecessary variation was eliminated, and the operating method became rooted throughout production with measurable results.

The flow of the configuration was disrupted due to dispersion and insufficient predictability. We implemented a phased development project where the layout was renewed, 5S was introduced, and daily management was established. Lead times stabilized, quality improved, and delivery reliability rose to the target level.

There were repeated errors in payroll processing, and too much time was spent on corrections. We mapped the process as a whole, created a new monthly rhythm, and developed a tracking model for daily management. Errors decreased drastically and the work was streamlined from supervisors to accounting.

The recruitment process was slow and there were ambiguities in the responsibilities. The entire process was conducted using the A3 method, root causes were analyzed, and the stages were unified. As a result, a clear model was created that improved adherence to schedules and made onboarding uniform.

The organization's recruitment and onboarding progressed variably, putting pressure on supervisors and slowing down the productivity of new employees. We depicted the process as a value stream, identified bottlenecks, and created a unified model from recruitment to the first work weeks. A clear structure expedited the start and freed up time for core work.

The invoicing of a media-selling small business was struggling: turnaround times were extended and errors occurred. We mapped the entire order-to-cash chain, conducted a root cause analysis, and standardized the common practices for sales and invoicing. Collaboration became clearer, information started to flow correctly, and invoicing significantly accelerated – daily operations improved both in finance and sales.

Billing for a large network company took valuable expert time and the amount of invoices increased. We mapped the process, conducted a root cause analysis, and created a unified, outsourceable billing model. The most burdensome steps were transferred to the service center – project management's time usage was halved and the invoice volume clearly decreased.

The factory's capacity and ergonomics did not meet the growth. We created value stream maps, modeled the layout step by step, and piloted the solutions. Capacity nearly doubled, architectural costs remained below budget, and internal logistics costs were halved.

The global resale network systems were fragmented. We conducted a preliminary study: mapping the current state and integrations, user interviews, and gap analysis. We compiled a prioritized requirement specification and an implementation roadmap that allowed for bidding, decision making, and a realistic timeline.

The small and medium-sized enterprise selling to the public sector wanted to grow, but the sales practices and systems were lagging behind. We built product packages and target groups, adopted a modern CRM, and trained systematic sales methods. The revenue more than doubled, and sales could be optimized and new markets opened using data.

At the medical device factory, a clear process for multi-skilling was desired. We mapped out the needs, defined roles, and created tools (such as skills matrices) linked to the monitoring of objectives and rewards. Within about a year, skill gaps significantly decreased and substitute arrangements were handled internally.