The same handoff fails every week. Fix one link in the chain.
An hour with the people on both sides of the handoff. You leave with one change you’ll try, who owns it, the number you’ll measure it against, and the date you’ll check whether it worked.
14-day trial, no card. Runs in your browser.
60 minutes with the team
- Before
- 15 min, one person
- After
- 20 min, the owner
The problem
Orders stall between sales and dispatch. Invoices wait on a signature nobody chases. The same complaint arrives every week, and everybody has a theory about whose fault it is. Nobody has sat down together and looked at how the work actually moves.
This session gets the people on both sides of one handoff into the same room, maps what really happens, and fixes one thing properly rather than everything badly.
What you leave with
One bottleneck selected, a proposed change, an accountable owner, a starting measure, and a date to review it.
The hour
- 15 minutes
Before the session, one person
Choose one process with a clear start and end. Bring two recent examples, including one that went wrong. Leave out anything personal or confidential.
- 16 minutes
Step 1
Name who is waiting on this process, what they need, the painful moment, and what evidence you actually have. Keep it to one bottleneck. Separate a delay you saw from a theory about why.
- 20 minutes
Step 2
Map how the work runs today: what the person waiting sees, the handoffs behind the scenes, the systems involved, the waiting, and what happens when it goes wrong.
- 12 minutes
Step 3
Compare possible changes by how much they’d help and how much they’d cost. Pick one small one. Say out loud what goes in “not now”.
- 12 minutes
Step 4
Write the change and what you expect from it, the number you’re starting from, who owns it, what counts as working, and the date you’ll review it.
- 20 minutes
After the session, the owner
On the review date, compare the starting number with what happened. Record any errors or rework. Keep the change, adjust it, or stop.
A worked example
- The process
- A customer order from “confirmed by sales” to “left the warehouse”. About 60 a day.
- The painful moment
- Dispatch finds out at 4pm that an order promised for tomorrow has an item out of stock. The customer finds out from the courier.
- What they saw when they mapped it
- Sales confirms the date before anyone checks stock. The order sheet reaches dispatch at 5pm, after the stock check has already run. Two systems, one re-keyed by hand.
- The one change
- Sales checks stock before promising a date, and the order sheet goes to dispatch at 3pm. Nothing else changes yet.
- The test, written in the session
- Starting number: 11 orders promised and not shipped on time last week. Owner: Marcus. Review in two weeks. Working means fewer than 5.
- Review, two weeks later
- Keep it. 3 late orders, both weeks. The re-keying between systems goes on the list for next time.
One change, not a new process. The session deliberately stops at one small change with a number against it. If the team wants to redesign the whole process, the longer version in the consultant catalogue is the place for that.
What it doesn't do
It doesn’t document your process for an audit, choose software, or tell you which team is at fault. It gets the people involved to agree what actually happens and change one thing they can measure.
14-day trial, no card. One person pays; the team joins free.
Redesigning a whole process end to end? The longer version is in the catalogue for consultants.