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Operational efficiency

From introducing new products and innovations to improving supply chain efficiency, rethinking purchasing patterns and enhancing productivity.
Service directions
Service directions
Improving operational efficiency
Including business process reengineering, quality improvement and cost reduction.

  • Audit of the operating model, identification of places of increased tension, intersections of areas of responsibility
  • Process potential and waste analysis
  • Determining the cost structure and influencing factors
  • Develop cost reduction options
  • Proposals for reorganization of processes, study of option
Definition of a controllable cost base and development of control proposals
  • Audit of the AS IS situation, determination of direct and indirect costs
  • Determination of the optimal cost structure
  • Development of a cost management model
  • (optional) Create a dashboard to control and improve efficiency
Cost optimization
  • Audit of operating costs
  • Determination of cost optimization options
  • Development of a consistent cost management systems
Supply chain management
  • Supply chain transformation
  • Analysis of supply chain efficiency improving procurement efficiency
  • Analysis of the effectiveness of the procurement system
  • Improving the efficiency of supplier selection
  • Improving the efficiency of procurement processes
Environmental audit of business processes
  • will conduct an audit in order to assess the environmental friendliness and calculate the risks
  • will examine the "as is" situation: how much money the company is now spending due to the irrational use of resources, identify "environmental leaks" and assess environmental risks
  • will develop a strategy to reduce costs and reduce the environmental footprint of the company through the introduction of sustainable practices
Implementation of paperless processes
  • will review your processes
  • will establish electronic document management
  • will help to implement the "green" processes so that they are organically included in the daily work of the organization
Current business issues related to business
processes and operational efficiency:
Current business issues related to business
processes and operational efficiency:
* This is not an exhaustive list of our services. Contact us and we will offer the best solution in accordance with the current business objectives
* This is not an exhaustive list of our services. Contact us and we will offer the best solution in accordance with the current business objectives
Stages of work in a process transformation and operational efficiency project
Stages of work in a process transformation and operational efficiency project
We can guide your company through the entire optimization cycle, or in agreement with you, focus only on specific areas
1. Audit of business processes of the company (As Is)
Analysis of the existing regulatory documentation of the company: analysis of the organizational structure, drawing up an audit plan for departments, analysis of the provided regulatory documentation for completeness and mutual integration, preparation of questionnaires based on the provided documentation.

Interviewing employees of departments: determining the degree of compliance with regulations, drawing up process maps "as is", determining the degree of involvement of company employees in processes, analyzing executive discipline.
2. Analysis of the areas of responsibility of process participants
  • Determination of contradictions in the areas of responsibility of employees
  • Determination of "blind spots" (areas of irresponsibility) in the company's processes
  • Determination of losses in the use of the resource of competence and lost profits in the ineffective use of human resources
3. Analysis of the potential of processes and losses
  • Assessment of processes "as is" in terms of losses and ineffective implementation of them
  • Preparation of a report containing recommendations for eliminating losses and improving business processes
4. Working group to develop a map of processes and areas of responsibility
Creation of a working group for further work in the project and preparation for the session: coordination of the scenario, organizational issues and drivers for the working group, methodological preparation of participants for the session.
Conducting a working group: a strategic working group according to an agreed scenario and using an agreed methodology, consolidating the agreements received, creating a process map and allocating areas of responsibility for process owners and process participants.
Digitization of results and preparation of a process map
5. Working groups for individual business processes
  • Determination of the composition of the working groups for individual business processes, the area of results for the working groups of the processes, the composition of the working groups for the processes, the schedule for holding the working groups.
  • Development of scenarios for conducting working groups with a fixed result (increasing the efficiency of processes, optimizing processes, allocating areas of responsibility in processes).
  • Digitization of the results for further work in the project and agreement of the results with the customer and the project team.
6. Development of process regulations (To Be)
  • Individual work with the owners and participants of the processes, including the results of the conducted working groups.
  • Registration, coordination and approval of regulations "as it should be".
  • Personnel training according to the new adjusted regulations.
  • Preparation of an action plan for the implementation of regulations "as it should be".
7. Development of action plans to improve the efficiency of processes
  • Individual work with process owners and work in work groups
  • Plans to improve the efficiency of processes are created, inter alia, using data obtained during the audit and data from working groups for individual processes
8. Development of a system for evaluating the effectiveness of processes and employees
Working groups with process owners and process participants, the results of which are:
  • business process assessment system
  • system for evaluating the work of company employees (KPI))
9. Consolidation of the developed system in the corporate culture of the company
  • Conducting a strategic session on the integration of the developed system of business processes and the system of indicators
  • Development and implementation of management processes aimed at maintaining, updating and improving the developed system
  • Personnel training in management processes aimed at maintaining, updating and improving the developed system
10. Recommendations for further work and completion of the project
  • Data structuring and analytics to prepare project results
  • Methodological support of the project team by the Customer
Our cases:
Comprehensive optimization of business processes, employee KPIs and preparation for automation
Company: construction company

Objectives of the project:
  • Determine the key goals of the company for the year, contributing to the achievement of the strategy
  • Develop a KPI system for all categories of employees
  • Define and optimize the company's business processes
  • Determine the points of cross-functional conflicts affecting the financial result of the company, establish rules for employees
Key results:
    Formed and described a model of the company's business processes
    • Identified "red" areas of cross-functional conflicts affecting the financial result of the company на финансовый результат компании
    • Determined entry and exit points, ways and methods of automating each process
    • Described business processes with delimitation by areas of responsibility
    • Formed regulations for the main business processes
    Corrected the KPI system of employees
    • The key goals of the company for the year have been identified, contributing to the achievement of the strategy
    • It is described what the KPIs of departments are aimed at now
    • Adjusted KPI and employee motivation system for the company's strategy
    • Formed a vision of a tool for tracking performance
    • Created a KPI dashboard (Excel) with formulas for calculating, defining data flows to fill in factors.
    A clear TOR (Technical requirement) has been formed for further automation of processes
    Analysis and improvement of the efficiency of export activities
    Company: An agricultural export distribution company
    • Export cargo traffic — thousands of tons of agricultural products
    • Destinations — India, China, Pakistan, UAE, etc.
    Objectives of the project:
    • Form a system to effectively take into account the factors affecting the success of the client's business
    • Form a business model that can visually demonstrate the effects of dynamic changes in factors in the form of a dashboard
    Key results:
    • Key problems in export activities are identified, solutions are proposed, thanks to which the company will be able to significantly increase profits
    • Analytics of transactions for all groups of goods demonstrates areas of growth in the financial efficiency of transactions
    • Optimization model in Excel includes a dashboard for organizing transactions, a model for effective markup and a portfolio model
    Analysis, optimization and improvement of operational efficiency of the shipping process

    Company: large manufacturing enterprise (NDA), the company’s cargo traffic is thousands of tons of products per year.

    Number of employees:
    more than 2500 people

    Objectives of the project:

    • Increase the traffic of the shipping segment of the logistics process
    • Develop a common understanding of development zones and ways of regulating processes by company employees against the background of emerging excesses
    Key results:
    • The proposed initiatives will significantly increase cargo traffic and reduce the time for the full cycle of product shipment from the creation of an application to its implementation.
      8 processes were identified that can be performed in parallel, which speeds up the entire process of shipment of the logistics sector of the plant
    • Risk management allows a plant to improve the predictability of the process chain. The proposed initiatives will maximally reduce the most significant and probable risks by 95%, freeing up capacity for 700 minutes, giving more than 560 additional tons of loading
    Audit and analysis of business processes

    Company: Large Manufacturing Enterprise (NDA)

    Project audience:
    850 people

    What problems did they solve:

    • High operating costs within the company
      It is not clear who does what in the company, there are "zones of irresponsibility"
    • Frequent and lengthy operational meetings, meeting agenda contains the same issues
    • When solving a problem, it is impossible to find a responsible person, responsibility is transferred by employees to each other
    • Issues in current operating activities take a long time to resolve
    • Long and voluminous workflow
    Key results:
    • Reduction of losses by 300,000 rubles per day by identifying violations of the requirements for the technological process at the stage of production preparation
    • Reduction of the number of employees in the finished goods warehouse by 30% due to the automation of actions for the preparation of accompanying documentation
    • Reducing the time for negotiating contracts from 7 days to 2 days by optimizing the number of actions in the process and delimiting areas of responsibility
    • Reducing the discrepancy in the planned and actual project budget (supply and installation of equipment) from 55-50% to 10-15% due to the implementation of the procedures "Project Management" and "Project Risk Management"
    Motivation system development (KPI)

    Company: logistics company (NDA)

    Project audience: more than 500 employees

    What problems did they solve:

    • The income of the company’s employees is higher than the profit and the results they bring to the company
    • The activities of employees are not focused on the goals of the organization
    • The developed regulations do not work
    • All employees receive a fixed salary, employees are not motivated to achieve business results
    • Process managers do not take responsibility for and manage their business process
    Key results:
    • Reduction of costs by 385,000 rubles per month due to changes in the motivation system for employees of the sales department, consisting of 3 people (costs for unreasonably high motivation decreased (according to the old formula), conversion increased, which made it possible to significantly reduce advertising costs)
    • Reducing the time for transferring primary documentation to the accounting department from 1.5 months to 1 week due to the fact that criteria for the motivation formula are calculated in the motivation system on the basis of the submitted documentation)
    Among our clients