Process optimisation for companies in Braunschweig: an end to manual work between systems
Between test orders, small production runs and everyday workshop life, companies in Braunschweig accumulate a great deal of work nobody ever planned: figures move from a protocol into a spreadsheet, from there into order management, and once again into billing at the end of the month. We capture the workflow where it actually happens, name the expensive points and then implement what pays off. From Söhlde we reach you via the A39 in a good half hour (project experience).
Braunschweig is a location with an unusual mix. On one side there is research and development around vehicle engineering, metrology and aerospace, with a technical university and its affiliated institutes setting the pace. On the other side there is a dense base of mid-sized companies supplying exactly that world — component suppliers, testing and measurement providers, special-purpose machinery builders, trades businesses and IT-related service providers. This mix creates an order structure that differs markedly from pure series production: many individual cases, a great deal of evidence to document, a great deal of coordination. And that is precisely where the work piles up that appears neither in the quotation nor in the costing. We work out of Söhlde, some 35 kilometres away (project experience), and are available for on-site appointments without any travel planning.
An extract from the process analysis report
What makes Braunschweig distinctive for process work
Anyone working in Braunschweig for research, development and testing rarely handles the same case twice. One test order differs from the next, one small run has different tolerances from the one before, and every delivery drags evidence along with it: measured values, batches, calibrations, approvals. Workflows like these cannot be tamed with a standard form. They are therefore almost always held together by hand — with spreadsheets, folder structures and mailboxes that have grown over years. That works as long as the people who know the structure stay. It becomes expensive as soon as somebody is absent, a client demands complete documentation or the volume rises.
There is a second local particularity: many companies serve clients with very different expectations at the same time. A development partner wants interim results and measurement series, a series customer wants delivery reliability and call-offs, a public body wants traceable hours booked per project. Three clients, three reporting formats, the same underlying data — and three rounds of manual work, because no system yields the data in the shape it is needed. This is exactly where process optimisation begins: not with a new programme, but with the question of where a detail first comes into existence and how it travels automatically from there to wherever it is needed.
Starting situations we meet regularly in Braunschweig companies
The points below come from conversations with companies in component supply, testing and measurement, the trades and project-based services. They sound unspectacular, yet together they consume considerable working time — and they are almost always the reason why producing a report takes longer than the work it describes.
Measured values end up in a protocol
Test and measurement results exist as a file or a printout and are retyped for the customer report. Every transfer is a possible deviation, and when queries arise the origin of a value has to be traced back laboriously.
Hours allocated to projects by hand
Wherever development-related work happens, working time has to be allocated to individual orders or projects. Often this is done afterwards from memory, because the recording does not happen at the point of origin.
Call-offs and dispatch notes as prose
Component suppliers receive requirements by message, portal and attachment in changing formats. Transferring them into their own planning is manual work, and changes are only noticed when somebody reads the message again.
Evidence without a common location
Calibration certificates, approvals and test reports sit scattered across mailboxes and drives. Before an audit or a customer enquiry the search begins, even though every document is already in the building.
Costing without feedback
Quotations are built on experience, but the time actually needed never flows back into the next costing. That leaves it unclear which type of order really carries the business and which merely keeps it busy.
Reporting as a monthly ritual
Figures for the management meeting are gathered from several sources, aligned in a spreadsheet and formatted. By the time they are ready, they describe a state of affairs that has already passed.
Appointments in Braunschweig and the surrounding area
From analysis to operation: how a project runs
We never start with a tool, but with the workflow. That sounds obvious, yet it is not: most failed digitalisation efforts fail because a programme was introduced before anybody could describe the complete path of a case. The sequence below applies regardless of whether the outcome is automation, an interface or simply a changed order of steps.
Analysis on site
We accompany the workplaces concerned at your premises and write everything down: where a case originates, who handles it, which details are retyped along the way, what it waits for. With development-related orders we also ask to be shown a special case, because that is where the real cost sits. The result is a written report with findings, measures and estimated prices — details are on the process analysis page.
Prioritising together with you
A review rarely produces two measures, more often fifteen. We sort them by the working time they consume per year, by implementation effort and by risk, and go through the list with you. Deliberately, small and safe steps come first, so the effect is noticeable in daily work. What you can handle with your own people, we tell you — even when that means no order for us.
Implementation at a fixed price
For every commissioned measure the scope is agreed in writing before any work starts. We build the automation or the connection between two systems, test it with real cases from your company and hand over a short set of working instructions. Acceptance is measured against the described scope, not against a feeling.
Operation and adjustment
After the handover, one question remains: who notices when a transfer does not run overnight. In ongoing support we monitor the workflows we set up, get in touch when a scheduled run is missing and make adjustments when one of your systems changes. More under operations and maintenance.
We accompany the workplaces concerned at your premises and write everything down: where a case originates, who handles it, which details are retyped along the way, what it waits for. With development-related orders we also ask to be shown a special case, because that is where the real cost sits. The result is a written report with findings, measures and estimated prices — details are on the process analysis page.
A review rarely produces two measures, more often fifteen. We sort them by the working time they consume per year, by implementation effort and by risk, and go through the list with you. Deliberately, small and safe steps come first, so the effect is noticeable in daily work. What you can handle with your own people, we tell you — even when that means no order for us.
For every commissioned measure the scope is agreed in writing before any work starts. We build the automation or the connection between two systems, test it with real cases from your company and hand over a short set of working instructions. Acceptance is measured against the described scope, not against a feeling.
After the handover, one question remains: who notices when a transfer does not run overnight. In ongoing support we monitor the workflows we set up, get in touch when a scheduled run is missing and make adjustments when one of your systems changes. More under operations and maintenance.
Entry point for companies in Braunschweig · net plus VAT
- Captured where the work happens — workshop, laboratory, office
- Media breaks, duplicate entry and waiting times named
- A list of measures with estimated prices as a basis for deciding
- No obligation to award the implementation to us
One clearly defined workflow at a single site costs 1,900 € net. That includes the initial call, the review at your premises in Braunschweig, the evaluation, the written report and the joint review session. Implementation afterwards begins at 4,900 € net per automation or interface, as a fixed price set after the analysis. Ongoing support begins 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.
What proximity actually delivers day to day
Observation instead of a questionnaire
A workflow is described differently on screen than the way it actually runs. Because the drive to Braunschweig is an ordinary commute for us, we look at the matter rather than have it explained. That spares both sides the round of follow-up questions which arises when description and reality drift apart.
A contact with a name
You speak with the person who captured your workflow and builds the implementation. No forwarding, no repeating the situation at the next level. Someone who has seen your system landscape once understands a fault report without a long preamble.
Acceptance with real cases
A handover by screen sharing often ends at the question of whether it truly holds up in daily use. We run acceptance with your people at the workplace, using real orders and the special cases that would otherwise only surface four weeks later.
Short distances when things change
Systems change: a version upgrade, a new format from a client, an additional piece of evidence. If a transfer we set up stumbles over it, an on-site appointment is not a travel plan but a morning.
Evidence handling: the quiet time drain of development-related companies
In Braunschweig a striking number of companies work for clients who want not only a result but its provenance. Measurement series, test equipment, calibration status, responsible person, point in time — the details all exist, but they sit in different systems and folders. They are only brought together when somebody asks, and then by hand. The way out rarely runs through new software; it runs through two questions: where does each of these details first come into existence, and how does it reach the report from there without being entered again? That is exactly what the analysis answers, and it is exactly what a connection between the systems involved is then built from.
- The origin of each detail settled once instead of at every enquiry
- Reports built from existing data rather than retyped values
- Filing that stays traceable even when the responsible person is away
- A basis for process documentation that holds up in an audit
| Detail in the test report | First created in | Route into the report |
|---|---|---|
| Measurement series | Measuring station | taken over |
| Test equipment | Test equipment register | taken over |
| Calibration status | Test equipment register | taken over |
| Responsible person | Sign-in at the measuring station | taken over |
| Job and part | Inventory system | retyped today |
A regional partner or purely remote support
Two ways to approach a process project
Both have their place. The difference shows less in the quotation than in the course of the work — during the review, the acceptance and the first fault.
Accompanied on site from nearby
- Included: Captured at the workplace, special cases included
- Included: Acceptance with real cases together with your team
- Included: One contact who has seen your system landscape
- Included: An appointment in Braunschweig without travel planning
- Not included: Travel effort is part of the costing, not free of charge
Supported purely remotely
- Included: Quick to start once access has been arranged
- Not included: The workflow is described, not observed
- Not included: Special cases often surface only after acceptance
- Not included: The contact changes depending on availability
- Not included: When a fault occurs, the ticket queue decides the order
Where we start within the region's industry profile
The overview below maps typical starting situations to the sectors that characterise Braunschweig and its surroundings. It does not replace an analysis, but it helps you judge whether a conversation is worthwhile. A more detailed breakdown is on the industries page.
| Type of company in the region | Common starting situation | First step | How success becomes visible |
|---|---|---|---|
| Component supply and special machinery | Call-offs and changes arrive in varying formats and are transferred by hand | Capture the intake routes, define one consistent entry point | Changes are noticed at once instead of at the next look in the mailbox |
| Testing, measurement and laboratory services | Results are entered a second time for the customer report | Clarify the origin of each detail, set up the transfer | Reports are built from existing values instead of retyping |
| Development-related services | Working time is allocated to projects after the fact | Move the recording to the point of origin | Evidence per project stands up without rework |
| Trades in the surrounding area | Measurements, timesheets and materials run on paper | Recording on the device on site, once instead of three times | The invoice is created on the same day as the work |
| Wholesale and logistics | Stock and documents are reconciled between systems | Connect the leading systems through an interface | The month-end reconciliation disappears |
Typical sequences from conversations in the region
Illustrative scenarios from typical project sequences (project experience), anonymised and without customer details.
The most expensive point in a workflow is rarely the most complicated one. It is the point where somebody types a detail in for the second time, because two systems know nothing of each other.
What follows the review is decided by the report. Often it is process automation for recurring manual work, an interface between two systems that currently run side by side, or data integration where the same master data is maintained in several places. If paper is in the way, the topic is document digitisation; if the overview is missing, metrics and reporting. Where an ageing programme dictates the workflow, legacy replacement is the subject, and to make the change land with the team, training and rollout belongs with it. The services page gives the full picture.
Which workflow costs you the most time in Braunschweig right now?
Describe in a few sentences the case that ties up your team the most. In the initial call we tell you frankly whether an analysis is the right step — or whether the matter can be settled more briefly.
Our service area around Braunschweig
From Söhlde we reach Braunschweig via the A39 and the B1. We serve the surrounding towns the same way — in person rather than by video call.