The business has grown quick. Structures were implemented and some were changed, but not always for efficiency. Often workarounds were created due to lack of time and resources.

For the implementation of an ERP system, all processes were analyzed, documented and assessed for reliability and efficiency.

As a method to gather the business processes we used interviews with the department manager. As well as two employees on average. In short time frames, we observed the employees while performing their daily tasks. This method ensures a deeper understanding of the work. And overseen tasks and handling during the interview can be identified. A problem that often occurs as employees become blindfolded in the daily routine.

Two bigger pain points that I found during the analyzing phase were:

a) finance department: use of excel sheets to transfer data between systems, which was a source of mistakes and led to about 4 hrs of extra work/week

b) service department: use of manually created lists of services rendered, which were counted by the team leader at the end of each shift and entered into an excel sheet for reporting. This form of manual labor led to extra costs of ~125,000 Euro annually.


a) 2 programmers were provided to code a connection between the two databases (connection delivered after 2 weeks)

b) resulted in a new project: creating a software to use in the customer service department to enter the number of services rendered and export numbers.