Process optimisation
Process optimisation for organisations that want their core work to run with fewer steps, fewer errors and shorter lead times. We map how work really flows, find where it stalls, and redesign the process before any technology enters the conversation.
Discuss your processProcess optimisation means looking at how a piece of work actually moves through your organisation, from the first request to the finished result, and redesigning it so it takes fewer steps, fewer handovers and less rework. It is business process improvement in the plain sense: not a new system, but a better way for the work to flow.
Most inefficiency hides in the gaps between people, systems and departments. Data is entered twice, requests wait for an approval nobody owns, and work comes back because a handover was unclear. These costs rarely appear in a report, but your team feels them every day. We make them visible, put a number on them, and remove them.
Process optimisation is worth considering when the work gets done, but only because experienced people keep pushing it along. Typical signals:
We work best with organisations where operations are the business, such as wholesale, manufacturing, logistics and professional or field services: large enough that inefficiency genuinely hurts, small enough that a focused improvement lands quickly and visibly.
Process optimisation follows the first phases of our five-phase method. Each step ends with something concrete you can use, whether or not you continue with us.
We never automate a broken process. If a simpler procedure solves the problem, that is our advice, even when it means no new software at all.
You get a validated map of how your process works today, a redesigned process your team recognises and owns, and a prioritised improvement backlog with the expected impact per item. Because the baseline is recorded before anything changes, the result can be measured afterwards.
From there you can carry out the improvements yourself, with us, or with another party. The plan is written so that you could, in principle, take it elsewhere.
It depends on the number of processes, the departments and people involved, and how much data is already available. The first phase is small and fixed-price, and produces a validated map of how your process really works and what it costs you. After that you know exactly what a next step involves and costs, before you commit to anything.
That varies per process and depends mostly on its size and on how quickly we can speak to the right people. We prefer not to quote a standard duration. After a first conversation you get a clear scope, so you know what to expect and when.
Mainly time from the people who run the process, for a number of working sessions. It also helps to see examples of the documents, spreadsheets and screens involved, plus any figures on volumes, lead times and errors. Existing process documentation is useful but not required.
Process optimisation first checks whether the process itself is right: which steps are needed, who does what and where the friction is. Process automation then takes over the repetitive, rule-based work. We only automate what already runs well, because otherwise you simply make a bad process faster.
Yes. We look at the process as it runs through your current systems, and the improvement is often a matter of using or configuring what you already own. If an ERP or system change is planned, process optimisation is good preparation: you take a clear process into the new system instead of the old workarounds.
It can be. We mostly work with mid-sized organisations, but in a small team a single process can still cost a lot of time. In that case we keep the scope small and focus on the process where improvement pays off most.
Hospitality
BPMN process models for food & beverage
For Van der Valk we modelled food and beverage management in BPMN: clear, standardised process models that give the operation a shared picture of how the work runs.
Process optimisation
Public sector
Enterprise architecture and process maps
For the municipality of Oosterhout we worked on enterprise architecture: drawing the process maps that connect systems and processes, giving the organisation a clear picture of how work and IT relate.
Enterprise architecture · Process optimisation
Technology & ticketing
Live optimisation of the ticketing process
With CM.com in Breda we optimised the ticketing process live: finding where friction occurred and removing it while the process ran.
Process optimisation · Process automation
Tell us which process costs you the most time, and we will tell you honestly whether and how we can improve it.
Discuss your process