Process optimisation in Hildesheim: look at the workflow first, then end the manual work
Our office is in Söhlde, in the district of Hildesheim, a good twenty kilometres from the city centre. We capture your workflows where the work actually happens: on the shop floor, in the office, in the warehouse, on site. Afterwards you know which step is worth doing first, what it costs, and which one can wait.
Hildesheim is a district capital and regional centre in southern Lower Saxony, as well as a university and higher education location. Economically the city rests on automotive supply, electrical engineering, mechanical engineering, a dense trades sector and a broad service economy. That mix is clearly noticeable in process projects: on one side, companies embedded in supply chains whose workflows are timed from the outside. On the other, companies that plan their own appointments and whose bottleneck sits in administration instead. We work for both — and in both cases we start with the same question: where in the building is the same detail typed in by hand a second time?
The same order: typed three times today, captured once tomorrow
Why the subject comes up in Hildesheim companies
Anyone working as an automotive supplier or as a manufacturer in electrical engineering has the demands on their workflows set by their customers. Delivery schedules arrive electronically, confirmations are expected promptly, test results have to be evidenced, and batch sizes are getting smaller rather than larger. This is exactly where it becomes visible whether a company has its data under control: if the schedule lands in a mailbox, is printed there and then typed into the inventory system, the same effort arises with every single case — along with a risk of error that grows with the number of line items. Mechanical engineering in the region shows a related picture: a great deal of make-to-order production, many special cases, and a costing exercise that in the end often happens in a spreadsheet alongside the actual system.
In the city's trades businesses and service providers the starting point looks different, but the underlying problem is similar. Orders arrive by phone, mailbox and web form, hours and materials are noted down on site, transferred into a list in the evening and captured once more for invoicing at the end of the month. In between there are journeys, queries and a pile of paperwork. The university and administrative character of the city adds a further group of businesses whose work consists mainly of applications, deadlines, evidence and filing — there, time is lost less in the warehouse than in the records. The same applies to all three groups: technology is rarely the problem. The problem is that nobody can describe the complete path of a case, because every department only knows its own section.
Typical starting points we encounter in the region
The following points come from conversations and reviews in companies between Hildesheim, the Börde and the Leine valley (project experience). They appear right across industries, because they do not depend on the trade itself but on the way systems have grown up side by side over the years.
Duplicate entry between systems
The order sits in the inventory system, the invoice is created in the accounting system, the hours live in time recording — and every detail is typed at least twice. As soon as something changes, the records drift apart and somebody reconciles them by hand at the end of the month.
The detour via the mailbox
Orders, delivery schedules and confirmations run through shared mailboxes. Whatever arrives there is printed, signed off, scanned and captured again. The case changes medium three or four times without its content changing at all.
Evidence on paper
Test records, service dockets, delivery notes and sign-offs are created on paper, because that is the quickest thing to do in a workshop. They are later searched for in a folder. Anyone who needs to trace a case back plans half a day for it.
Hours and materials from a slip of paper
Noted down on site or out in the field, transferred in the office, then captured again for invoicing. Whatever gets lost between the slip and the invoice goes unnoticed, because there is no cross-check.
Reports assembled by hand
Figures for the monthly meeting are copied from several sources into a spreadsheet. Preparing them regularly takes a day, and by the time they are presented the values are already out of date. Questions about where a figure comes from can usually be answered by one person only.
Searching as a hidden cost
Which version of the quote applies, where is the signed order, who spoke to the customer last? Search time appears in no report, yet spreads across the whole day and hits precisely the people who know the most.
How a project in Hildesheim runs
We do not start with a tool recommendation but with a review. The entry point is the process analysis: one to two days at your premises, followed by a written report with a list of measures sorted by effort and impact. Only once that list exists do we talk about implementation. Which building blocks come into question is shown in the services overview; the basis for costs is set out on the pricing page.
Analysis: capturing the workflow
We come to you in Hildesheim or the surrounding district and accompany the workplaces where the case is actually handled. We record every step, every handover, every programme and every list kept on the side. We ask expressly about the cases that do not follow the standard — they usually make a workflow more expensive than the normal case does. Nothing is judged at this stage, everything is simply written down.
Prioritisation: agreeing the order
The review produces a report with findings, measures and estimated prices. We go through it together and agree the order of work. Three factors matter: how much working time a weak point consumes per year, how much effort implementation takes, and what happens if it runs longer than planned. Small, safe steps come first, so that people in the company can see something moving.
Implementation: fixed price after the analysis
Only now is anything built — an automation for recurring manual work, an interface between two systems, a clean data integration, or the route from paper into digital filing through document digitisation. The scope is set out in writing, the price is a fixed price, and acceptance is measured against what the report describes. Before that, we test with real cases from your own business.
Operation: making it hold up day to day
After handover we train the people involved on site and leave a short set of working instructions. If you wish, you can hand us ongoing operations as well: monitoring of the transfers we set up, notification when a scheduled run does not happen, and adjustment when one of your systems changes. So that the solution stays in the company rather than with one person, process documentation and rollout are part of it.
We come to you in Hildesheim or the surrounding district and accompany the workplaces where the case is actually handled. We record every step, every handover, every programme and every list kept on the side. We ask expressly about the cases that do not follow the standard — they usually make a workflow more expensive than the normal case does. Nothing is judged at this stage, everything is simply written down.
The review produces a report with findings, measures and estimated prices. We go through it together and agree the order of work. Three factors matter: how much working time a weak point consumes per year, how much effort implementation takes, and what happens if it runs longer than planned. Small, safe steps come first, so that people in the company can see something moving.
Only now is anything built — an automation for recurring manual work, an interface between two systems, a clean data integration, or the route from paper into digital filing through document digitisation. The scope is set out in writing, the price is a fixed price, and acceptance is measured against what the report describes. Before that, we test with real cases from your own business.
After handover we train the people involved on site and leave a short set of working instructions. If you wish, you can hand us ongoing operations as well: monitoring of the transfers we set up, notification when a scheduled run does not happen, and adjustment when one of your systems changes. So that the solution stays in the company rather than with one person, process documentation and rollout are part of it.
Entry point for companies in Hildesheim · net plus VAT
- Captured in your business, not over a screen share
- Report with a list of measures and an estimated price per measure
- Fixed price for implementation once the scope is clear
- No travel surcharge within the district of Hildesheim
One clearly defined workflow at a single site costs 1,900 € net: initial call, on-site review, evaluation, written report and the joint review session. Larger reviews spanning several departments are agreed in writing beforehand. Implementation starts at 4,900 € net per automation or interface as a fixed price after the analysis, ongoing support at 190 € net per month. For appointments in Hildesheim and the surrounding district we charge no travel surcharge. 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 short distances actually mean in a project
Proximity is not a marketing argument but a question of working method. A workflow can be described on screen, but it cannot be observed there. Anyone who wants to see why a delivery note regularly sits for two days has to stand where it sits. The distance between Söhlde and Hildesheim means an appointment is not a travel day: a morning in the company, a drive back, and the evaluation is under way in the afternoon. That noticeably changes the way we work together.
Captured at the workplace
We sit next to the people who handle the case every day. The decisive sentences are not spoken in the meeting room but at the desk and at the machine — usually as an aside about what people actually do differently from what was intended.
A contact, not a ticket system
You speak to the person who knows your system landscape and built the implementation. There are no escalation levels and no changing handlers who first have to read up. Queries are settled on the phone, not in a form.
Handover and briefing on site
A new solution takes hold when somebody explains it on day one. We show it in your own rooms using real cases, take the feedback on the spot and adjust before workarounds settle in.
Reachable when something breaks
If a transfer stops running, a remote session usually resolves it. If it does not, the way from the district is short enough for somebody to come by. Agreed response times are set out in writing in the support agreement.
Appointments in Hildesheim and the district
Three ways to tackle a workflow problem
What companies usually do — and what we recommend
The decision is rarely between two providers, but between three ways of proceeding.
Carry on as before
- Included: Costs nothing at first and ties up no capacity
- Included: The effort stays invisible because it is spread across many people
- Included: When somebody is ill or leaves, the knowledge that only existed in their head is gone
- Included: Customer requirements are absorbed with even more manual work
Buy new software
- Included: A visible step, often with a clear price tag
- Included: The old workflow gets rebuilt, because nobody described it beforehand
- Included: The legacy systems remain and the number of entry points grows
- Included: After rollout, new side lists appear for everything that is missing
Analyse first, then implement
- Included: The workflow is captured before any tool is discussed
- Included: Every measure gets an effort, an impact and an estimated price
- Included: The report belongs to you and commits you to nothing
- Included: Implementation happens in small steps with a fixed price per step
Typical starting situations from conversations in the region
Illustrative scenarios from typical project sequences (project experience), anonymised and without customer details.
| Starting point in the company | What we look at first | What is usually worked on afterwards |
|---|---|---|
| Orders arrive through several channels | Where a case originates and who touches it first | One defined intake point with consistent mandatory fields |
| The same detail sits in several systems | Which system holds it and who is allowed to change it | An interface or data integration in one direction |
| Evidence and documents are held on paper | Who searches for them, when, and how often that happens | Capture at the point of origin and orderly filing |
| Reports are assembled by hand | Which sources the figures come from | A shared data basis for recurring reports |
| An ageing programme blocks everything else | Which functions are genuinely being used | Step-by-step replacement instead of a weekend switchover |
Which of these routes applies to you is decided by the report, not by the conversation beforehand. 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. If an ageing programme is holding back the rest, legacy replacement is the theme. Which requirements apply in each trade is set out on the industries page; further locations can be found under regions.
The most expensive workflow in a company is rarely the most complicated one. It is the simple one that somebody repeats by hand fifty times a day.
Based in Hildesheim and unsure where to start?
Describe in a few sentences which process eats up 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.
Hildesheim and the locations nearby
Our office is in Söhlde, in the district of Hildesheim. We reach the other locations in the region without an overnight stay — their pages are linked here.
What to have ready for the first appointment
- Three to five completed cases: an ordinary one, a laborious one and one where something went wrong
- The names of the programmes involved in the workflow and who looks after them in-house
- The lists and tables that are kept alongside the official systems
- A contact who is allowed to decide on responsibilities and system access
- One to two hours per workplace during normal operations (project experience), with no preparation
- An assurance to your team that this is about the workflow and not about assessing individuals