Process analysis: understand the workflow first, then apply technology
We look at how work really happens in your company: where a case begins, how often the same detail is retyped, and where work simply sits and waits. The result is a written report with a list of measures sorted by effort and impact — including estimated prices, so you can decide what is worth doing first.
Entry point · net plus VAT
- The current workflow captured where the work actually happens
- Media breaks, duplicate entry and waiting times named
- Written report with prioritised measures
- An estimated price per measure as a basis for your decision
The price depends on the number of workflows and sites under review. For one clearly defined workflow at a single site, the analysis is 1,900 € net. Larger reviews spanning several departments are agreed in writing before we start. Implementation afterwards begins at 4,900 € net per automation or interface, ongoing support at 190 € net per month. All prices net plus VAT; details on the pricing overview.
Prices as of September 2026. Ongoing services are booked individually and can be cancelled monthly; there is no minimum term.
Improvement projects rarely fail because of the technology. They fail because nobody knows the workflow end to end. Sales knows its part, the workshop knows its own, accounting only sees what arrives at the end — and in between sit notes, mailboxes and lists that nobody ever planned. Process analysis closes that gap. We capture the workflow as it actually runs, not as the org chart describes it. The outcome is a report you can still use if you hand the implementation to somebody else.
A report extract: measures by effort and impact
What happens during a process analysis
The analysis is manual work and largely takes place at your premises. We sit next to the people who run the workflow every day and write everything down: every step, every handover, every programme, every list, every query. Where it helps, we ask to be shown the same case twice, because the second time the exceptions come up — and it is usually the exceptions that make a workflow expensive. Only then do we talk about tools. That order is the core of how we work: a workflow that is not understood does not get better through software, it merely goes wrong faster.
Initial call
In about 30 minutes (project experience) we clarify which workflow should be reviewed, who is involved and where you see the friction. In the same call we tell you whether an analysis makes sense or whether the matter can be settled in a single step. You then receive a written scope with dates and price.
Capturing the current state on site
We accompany the workplaces concerned and record the workflow step by step: where a case originates, who handles it, what gets entered, where it goes next and what it waits for. We ask about the cases that do not follow the standard and about the workarounds that have crept in over the years. Everything is written down, nothing is judged.
Recording the systems in use
In parallel we record the system landscape: which programmes are in use, where which data is held, which lists and mailboxes serve as unofficial interim storage, and which interfaces already exist. This includes the question of which reports are assembled by hand today and how long that takes each time.
Assessment and rating
We then evaluate what we captured. We draw the workflow as a chain, mark every system change and every repeated entry of the same detail, and work out how much working time a case consumes and how often it occurs per year. Every weak point identified receives a measure, and every measure an assessment of effort, impact and risk.
Written report
You receive a report as a PDF: a view of the workflow, findings with descriptions, a list of measures in the recommended order and an estimated price per measure. The report is written so that someone who was not present can follow it — including your management, your bank or another service provider.
Review and decision
We go through the report together, answer questions and agree the order of work. Some measures you can implement with your own people, others require development work. What you do next is your decision: with us, with your existing provider or not for the time being.
In about 30 minutes (project experience) we clarify which workflow should be reviewed, who is involved and where you see the friction. In the same call we tell you whether an analysis makes sense or whether the matter can be settled in a single step. You then receive a written scope with dates and price.
We accompany the workplaces concerned and record the workflow step by step: where a case originates, who handles it, what gets entered, where it goes next and what it waits for. We ask about the cases that do not follow the standard and about the workarounds that have crept in over the years. Everything is written down, nothing is judged.
In parallel we record the system landscape: which programmes are in use, where which data is held, which lists and mailboxes serve as unofficial interim storage, and which interfaces already exist. This includes the question of which reports are assembled by hand today and how long that takes each time.
We then evaluate what we captured. We draw the workflow as a chain, mark every system change and every repeated entry of the same detail, and work out how much working time a case consumes and how often it occurs per year. Every weak point identified receives a measure, and every measure an assessment of effort, impact and risk.
You receive a report as a PDF: a view of the workflow, findings with descriptions, a list of measures in the recommended order and an estimated price per measure. The report is written so that someone who was not present can follow it — including your management, your bank or another service provider.
We go through the report together, answer questions and agree the order of work. Some measures you can implement with your own people, others require development work. What you do next is your decision: with us, with your existing provider or not for the time being.
What we look for in a workflow
The findings are remarkably similar across industries. A trades business, a component supplier and a haulier work in completely different fields, yet lose their time in the same six places. That is why our review follows a fixed structure — it makes sure nothing is missed, even though the vocabulary differs in every company.
Media breaks
Wherever data changes its medium, work is created: printed, signed, scanned, retyped. We note every switch between paper, file, mailbox and programme, and record how many minutes it costs per case.
Duplicate entry
The same address, the same quantity, the same order number — entered one after another into several systems. Duplicate entry not only costs time, it creates diverging records that later have to be reconciled by hand.
Waiting times
Cases often sit for longer than they are worked on: waiting for an approval, a reply or the next batch run. We separate processing time from idle time, because the two are shortened by quite different means.
Search time
Where is the delivery note, which version of the quote applies, who spoke to the customer last? Searching appears in no report, yet spreads across the whole day. We record what people search for and why it cannot be found.
Queries and rework
Every query is a sign that a detail was missing at an earlier point. We trace queries back to their origin instead of treating them as a normal part of communication.
Shadow lists
Almost every company keeps its own lists and tables alongside the official systems, because the main system cannot do something. Those lists are valuable clues: they show exactly which requirement has gone unmet so far.
The report: what you hold in your hands at the end
The outcome of the analysis is a document, not a quotation. It describes your workflow in a form that will still make sense in two years, and it states the measures concretely enough for you to obtain quotes — including from other providers. We deliberately write the report without jargon: if a department head cannot read it without asking questions, we have written it badly.
- A view of the current workflow with every handover and system change
- An overview of the programmes, lists and storage locations in use
- Findings with description, frequency and estimated time consumed
- A list of measures sorted by the ratio of effort to impact
- An estimated price and an implementation risk rating per measure
- Notes on measures you can implement without outside help
- The recommended order, with reasons why this one comes before that one
The report belongs to you
What you prepare
Time from the right people
We need the people who run the workflow, not the ones who can describe it. Allow one to two hours (project experience) of accompaniment per workplace, spread across the day and without preparation. An appointment for a joint closing session of around 90 minutes (project experience) should be in the diary.
Sample cases
Have three to five completed cases ready that represent the workflow well: an entirely ordinary one, a particularly laborious one, and one where something went wrong. Real documents make a workflow easier to follow than any description.
Access to the systems
For the review, looking over someone's shoulder is usually enough. Where deeper insight is required, read access with the rights of an ordinary user is sufficient. We do not request administrator rights for the analysis.
An open attitude
The most valuable sentences are the ones nobody writes down: "Actually, we do that differently." Tell your team in advance that this is about the workflow and not about assessing individuals. Without that assurance, we get shown the polished version.
What a process analysis does not do
The boundaries matter as much as the scope. We are a technical service provider and stay within our field. If topics come up during the review that lie outside it, we note them in the report as a pointer — but we do not assess them and make no recommendation about them.
- No organisational consulting: we propose no new structure, no reallocation of responsibilities and no management setup.
- No assessment of staff: we do not evaluate individual employees, measure personal performance or provide a basis for personnel decisions.
- No headcount planning: our time figures relate to cases, not to people, and no staffing plan can be derived from them.
- No legal or tax advice: questions about retention duties, contracts or tax consequences belong with your advisers.
- No software selection before the review: we talk about tools once the workflow is clear, not beforehand.
- No promised savings: we estimate effort and impact, but we do not commit to outcome figures.
Duration and scheduling
A process analysis does not bring your company to a halt. The review runs alongside daily business, the evaluation happens at our end. From the initial call to the review of the report, a clearly defined workflow usually takes two to three weeks (project experience), most of which is waiting for appointments. The following guide values help with planning.
| Scope | On-site review | Evaluation and report | Total duration (project experience) |
|---|---|---|---|
| One defined workflow, one site | 1 day | 2 to 3 days | 2 to 3 weeks |
| Several connected workflows, one site | 2 to 3 days | 4 to 5 days | 3 to 5 weeks |
| Across departments, several sites | by arrangement | by arrangement | 6 weeks and above |
Rating by effort and impact
Why the order decides the outcome
A review almost never ends with two or three findings, but with fifteen. Tackling them all at once overwhelms any company. That is why we rate every measure on three dimensions: how much working time the weak point consumes per year, how much effort implementation takes, and what happens if implementation runs longer than planned. Those three values produce an order that starts with small, safe steps. The first measures should be noticeable in daily work before larger undertakings begin — that preserves the willingness in the team which everything else depends on.
- Annual effort per finding instead of gut feeling as the basis
- Implementation effort and risk shown separately
- Quick wins ahead of long-running undertakings
- Dependencies named: what has to be in place before the rest can work
| Rank | Finding | Time per year |
|---|---|---|
| 1 | Quotations captured twice | 210 h |
| 2 | Delivery notes filed by hand | 120 h |
| 3 | Master data maintained twice | 160 h |
| 4 | Replacing the legacy system | 240 h |
Typical starting situations from analysis conversations
Illustrative scenarios from typical project sequences (project experience), anonymised and without customer details.
What a process analysis costs
The analysis is deliberately offered as a service in its own right with its own price, rather than disguised as a free consultation. The reason is simple: a free analysis has to pay for itself through the follow-up order and therefore inevitably becomes a sales document. A paid analysis is allowed to conclude that implementation is not worth it. That very possibility is the value you are buying. All prices are net plus VAT.
Process analysis and the steps that follow
All prices net plus VAT. The fixed price for an implementation is set after the analysis, because scope and system landscape are then known.
Process analysis
One defined workflow at a single site.
- Initial call and written scope agreement
- Review of the current workflow at the workplaces concerned
- Record of the systems, lists and storage locations in use
- Report with findings, measures and estimated prices
- Joint review session covering the report
Implementing a measure
Fixed price after the analysis, scope in writing.
- Automation of one recurring workflow
- Or connecting two systems through an interface
- Testing with real cases before acceptance
- A short set of working instructions for those involved
- Acceptance against the scope described in the report
Ongoing support
So the solution stays stable in daily use.
- Monitoring of the transfers we set up
- Notification when a scheduled run does not happen
- Fault resolution and error analysis
- Adjustment when your systems change
- One named contact who knows your landscape
All prices net plus VAT. Third-party licences, access fees and charges are shown separately. Larger analyses spanning several departments or sites are agreed in writing beforehand. Details are on the pricing overview.
Not sure whether an analysis is worth it for your workflow?
Describe in a few sentences which process costs you the most time. In the initial call we tell you frankly whether a process analysis is the right step — or whether the matter can be settled more briefly.
The most valuable sentence in a review is almost never spoken in the meeting room, but at the workplace: actually, we do that differently.
What follows the analysis depends on the report. Often it is process automation for recurring manual work, interfaces between systems that currently run side by side, or data integration where the same details are maintained in several places. If paper is in the way, the topic is document digitisation; if the overview is missing, metrics and reporting. The services page gives the full picture.