Typical starting situations
As a company grows, detours often grow with it. Information is recorded twice, queries between departments delay orders, and knowledge of important processes rests with a few individuals. A typical occasion for a process analysis is rising lead times, recurring errors or overload of individual areas, although revenue has not risen to the same extent.
Often it is not major errors but many small frictions that add up: missing templates, unclear approvals, time spent searching for documents, or queries because information does not come together in one place.
Process mapping and analysis
We map the actual processes – not those described in the manual. To do so, we talk to the employees involved, look at documents and systems and depict the process from trigger to result. This reveals media breaks, waiting times, duplicated work and unclear responsibilities.
We then assess which improvements bring the greatest benefit in relation to the effort. Not every process has to be perfect; what matters are the processes that directly affect customers, costs and liquidity.
Organisation and responsibilities
Good processes need a suitable organisation. We examine whether tasks, responsibility and authority are aligned, whether deputisation is arranged and whether the span of control is appropriate. The result may be a revised organisational chart, job descriptions or written work instructions that make onboarding easier for new employees.
Digitalisation and software implementation
Software does not resolve unclear processes – it merely makes them visible more quickly. That is why, for us, the process comes before the software. Only once it is clear how work is to be done do we select suitable solutions with you, for example a CRM (customer relationship management system) or an ERP system (enterprise software for merchandise management, purchasing and accounting).
We support you in drawing up a requirements specification, comparing providers and planning the implementation. This includes data migration, staff training and a transition phase in which teething problems are resolved.
- Deriving requirements from the processes
- Comparing providers and solutions transparently
- Planning the implementation in manageable steps
- Involving and training employees at an early stage
Frequently asked questions
How heavily will our employees be involved during the analysis?
We plan interviews and process mapping so that ongoing operations are disrupted as little as possible. The experience of the employees is indispensable, as they know the processes best.
Do you sell specific software?
In the selection process, we advise on a vendor-neutral basis according to your requirements. For sales management and field sales, KIRCHNER Finanzgruppe distributes the software Terminauticus exclusively in Europe; we openly disclose this commercial interest of our own where it suits your task.
Do all processes have to be changed at once?
No. We recommend a sequence based on benefit and urgency. Gradual changes are easier to manage and are better accepted by employees.