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Case studies

Three companies, three processes put back in order

Starting point, work carried out and outcome. No client names, no invented percentages.

01

Logistics and transport

about 20 employees

From a manual cycle to an automated flow that ends in the invoice

The starting point

Day-to-day operations were manual and fragmented: orders, deliveries and invoicing travelled on separate channels, with no single place to check the real state of play. Every month-end meant reconstructing after the fact what had happened.

What we did

We mapped the actual working cycle and built a structure linking operations to invoicing: what happens in the field feeds the administrative documents directly, with no re-keying.

The outcome

The cycle is tracked from order to invoice. Invoicing is no longer a month-end reconstruction but the automatic consequence of what has already been recorded.

The workflow

Confronto fra il ciclo di lavoro precedente e quello successivo all'intervento
Before
  1. 01Order taken verbally
  2. 02Delivery noted on paper
  3. 03Month-end reconstruction
  4. 04Invoice compiled by hand
What we did
After
  1. 01Order recorded
  2. 02Delivery confirmed from the vehicle
  3. 03Data already consolidated
  4. 04Invoice generated by the cycle

02

Car washes

7 sites across two provinces

Seven sites, previously on spreadsheets, now on a single system

The starting point

Activity at the seven sites was recorded on separate Excel files. Comparing one site with the others meant consolidating the files by hand, with the risk of working on versions that were out of step.

What we did

We replaced the spreadsheets with a single system for collecting operational data, connected to the invoicing cycle and organised by site and by province.

The outcome

Data from the seven sites is uniform and comparable. Management sees how each site is performing without waiting for manual consolidation, and invoicing follows the same flow.

The workflow

Confronto fra il ciclo di lavoro precedente e quello successivo all'intervento
Before
  1. 01Seven separate files
  2. 02Files sent to head office
  3. 03Manual consolidation
  4. 04Late comparison between sites
What we did
After
  1. 01Data captured per site
  2. 02Everything in one system
  3. 03Immediate comparison
  4. 04Invoicing connected

03

Construction

over 200 employees

When the managing director is the single point everything passes through

The starting point

Personnel management, site organisation and invoicing rested entirely on the managing director. With more than two hundred employees to follow, every piece of information had to pass through one person: an unsustainable load and an obvious single point of failure.

What we did

We digitalised the flows covering human resources, sites and invoicing, distributing operational responsibility and leaving management in control rather than in execution.

The outcome

The processes are digitalised and information no longer passes through a single bottleneck. The director goes back to deciding on the basis of data instead of being the company's living archive.

The workflow

Confronto fra il ciclo di lavoro precedente e quello successivo all'intervento
Before
  1. 01Every request to the director
  2. 02Attendance and sites on notes
  3. 03Reconstruction site by site
  4. 04Late invoicing
What we did
After
  1. 01Digital attendance capture
  2. 02Site updated from the field
  3. 03Costs per job in real time
  4. 04Invoicing on time

Why you won't find percentages here

Many websites pair case studies with figures like «-40% time». We publish only what we can document: what wasn't working and what changed. If you want direct confirmation, we can put you in touch with the clients concerned, subject to their consent.

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