Audit of operational processes
Audit of operational processes
A workflow without downtime, errors and waste - check where you are really wasting time and resources.
Every company has processes that, on the surface, work well - until there is a delay, a complaint or an unnecessary fix. Then it becomes apparent that some activities are redundant, others are duplicated and still others depend on one person. There is a lack of transparency and control.
Audit of operational processes is a detailed analysis of your company's workflow - from placing an order to realising a service or delivering a product. We examine how activities are carried out in practice, who is involved, how long each activity takes and where losses occur.
Audit of operational processes - examples from practice
- Manufacturing company - each customer order was manually rewritten four times by different departments. Removing the duplication reduced the turnaround time from 12 to seven days and reduced errors by 60%.
- Marketing agency - graphic designs waited an average of 5 days for client approval because there was a lack of clear response times. Automatic reminders and replacement procedures reduced this time to 2 days.
What do we check in an audit?
- Where downtime occurs (waiting for a decision, approval, access to tools).
- Where there are errors or the need for corrections.
- Are there steps that are redundant, duplicated or without clear accountability.
- Where the process is too complicated or unsuited to current realities.
- What activities do not add value to the customer or the company, yet consume time and resources.
We identify waste in the spirit of Lean Management by analysing 7+1 waste types: overproduction, stocks, unnecessary traffic, unnecessary transport, waiting, overprocessing, defects and unused human potential.
Tools
What tools do we use?
- Process Mapping - shows step by step how the process works and who is involved.
- SIPOC diagram (Supplier - Input - Process - Output - Customer) - gives a holistic view: from input to customer value.
- VSM - Value Stream Mapping - identifies where value is created and where waste occurs.
- Root cause analysis - gets to the root of the problem (5 Why method, Ishikawa diagram).
Process audit
What does the audit process look like?
- Initial consultation - we establish the purpose of the audit and the scope of the analysis.
- Data collection - we analyse the documentation, talk to the team, observe the process.
- Mapping and diagnosis - we visualise the process and identify key points.
- Report with recommendations - present concrete conclusions and proposals for improvement.
- (Optional) Operations workshop - Together with the team, we design a simplified target process.
What do you gain?
- Actual picture of the operation of key processes.
- Identify areas of downtime, errors and unnecessary activities.
- A concrete optimisation plan - implementable step by step.
- Time savings, cost reductions and greater predictability of operations.
- An engaged team that understands the meaning of its work and acts more effectively.
Process audit
Who is the audit for?
- Companies that are growing fast and want to get their operations in order.
- Teams operating intuitively who want to implement clear standards.
- Organisations looking to reduce turnaround times, reduce errors and regain business agility.
- Owners, boards and managers who want to make data-driven decisions.
How does a process audit differ from standard process mapping?
Mapping is just a tool. We go further - we diagnose real downtime, errors and waste and show how much they cost the company.
Do I need to have processes already described in order to carry out an audit?
No. Even if you do not have documentation, we will map and analyse the actual process based on observations and interviews.
Is the audit only about production?
No. Auditing also works well in services, sales, marketing and customer service - anywhere where activities are repetitive.
Will the audit affect the day-to-day work of the team?
We do not disrupt ongoing activities. We observe, talk and analyse - without interrupting processes.