01 · Mapping · Process improvement

Business process mapping in two weeks, at a fixed price.

Business process mapping consulting, done remotely. One management process is mapped with the people who run it, documented exactly as it works today (as-is) and left ready to be measured. It fits operations where the record changes depending on who keeps it, the same figure is keyed in twice, or nobody quite knows where the number that reaches the board comes from.

Scope: One process, end to end
Timeline: 2 weeks
Your team: 4 one-hour meetings
Price: US$ 2,000before taxes · fixed price

Structuring the management flow, not the technique.

From purchase request to payment, from receipt to delivery, from a case coming in to its close. It ends with indicators ready to be measured, not with a diagnosis to file away.

The boundary

We do not design the technique of your operation: not the blast, not the concrete pour, not the packing line. We structure the management flow: who does what, with which record and in what order. Technical judgment and the decision stay with the team that knows the business.

What you get

Four pieces. The third one decides whether the mapping is finished.

The map of the management flow

Every stage with its owner, the data source and the status of the record, exactly as it works today.

Where the data gets lost

What is keyed in twice, the stages with no owner and the decisions made without data.

The KPI sheet

Each indicator with its owner, the source it comes from and the threshold that fires it. Without this sheet the mapping is not finished.

The tables that would be connected

The exact list and its count. That number sets the plan, if you later want to see the process in a dashboard.

Business process mapping example: from purchase request to payment.

A process from any company, with sample data. Yours is mapped with its own stages, areas and sources, exactly as it works today.

Stage	Owner	Record	Today it leaves	Afterwards it leaves
Purchase request	Requesting area	Email	An email with no number	Request with number, cost center and amount
Purchase order	Procurement	ERP · purchase orders	The PO	The same, linked to the request
Receipt	Warehouse	Delivery note	The signed delivery note	Received against ordered, the same day
Invoice	Accounting	Purchase ledger	The invoice	Invoices without a PO, flagged
Payment	Treasury	ERP · bank statement	A payment not linked to the invoice	Days from invoice to payment

The KPI sheet for this example

Indicator	Owner	Source	Threshold
Days from order to receipt	Head of procurement	ERP · purchase orders	over 10 days
Invoices without a purchase order	Accounting	Purchase ledger	over 5% of the month
Gap between received and invoiced	Warehouse	Delivery notes	over 2%
Days from invoice to payment	Treasury	Payment log · bank statement	over 30 days (Law 21,131)

Two weeks, four meetings.

Your team gives four hours. The build-out is on Quproc between one meeting and the next.

Meeting 1The scopeWhere the process starts and ends, who takes part and which decisions you want to see. It is put in writing.
Meeting 2The flow, as it works todayStage by stage, with whoever runs it: what gets recorded, where and when.
Meeting 3Where the data gets lostOn the draft map: what is keyed in twice, the stages with no owner and the decisions made without data.
Meeting 4The deliveryThe map, the indicator sheet and the list of tables. One round of adjustments follows in writing.

Process mapping questionnaire: what gets asked in each meeting.

The same questions work for any management process. Their answers build the map and the KPI sheet.

Meeting 1 · The scope

Where does the process start and where does it end?
Who takes part?
Which decisions do you want to see?

Meeting 2 · The flow

Which stages does it have today, in order?
Who runs each stage?
What gets recorded, where and when?

Meeting 3 · Where the data gets lost

Which data is keyed in twice?
Which stage has no owner?
Which decision is made without data?

Meeting 4 · Indicators and tables

Which indicator measures each decision?
Who owns it and which source does it come from?
Which threshold fires it?
Which tables would stay connected?

What it includes and what it does not.

Scope and price are closed before starting, so nobody gets surprises later.

Includes

One management process, with its start and end agreed in writing before starting.
Four one-hour meetings with your team, online, within two weeks.
Building the map and the sheet, which is on Quproc between one meeting and the next.
The flow map, the indicator sheet and the list of tables, with one round of adjustments.

Does not include

Designing the technique of your operation or implementing the changes.
Connecting data or building the dashboard: that is modeling, with its own price.
A second process or extra meetings: they are quoted before they are done.

A process is a flow with a start and an end: from request to payment, from a case coming in to its close. If two show up when agreeing the scope, they are split before starting. If meetings slip because of calendars, the timeline moves, not the price. The mapping is not credited against the dashboard setup.

What comes after is up to you.

The mapping can be taken on its own. It ends with the map, the sheet and the list of tables in your hands, and with that you can carry on with your team, with another provider or with Quproc. If you go on to the dashboard, the sources, indicators and thresholds carry over as they are into the setup, which has its own price according to the plan.

01 · MappingStructure the processOne management process end to end, with its indicator sheet and the tables that would be connected.US$ 2,000fixed price · 2 weeksYou are here

02 · ModelingModel the operation in a dashboardA web app of your own that crosses operations with finance on the data you already record. The core service.From US$ 500 a monthby connected tables 03 · SimulationSimulate what comes nextProjections, scenarios and simulators on the operation already modeled, with advisory to define the assumptions.Quotedspecial project

What surfaces once what is already recorded gets structured.

One finding per industry, from crossing data the operation already had. Each one comes from the dashboard of the industry that names it. Figures are for demonstration.

The method

Three stages, each in its own color.

· MappingIf you can draw a system, it is because you understand it. If you understand it, it is because you know it.
· ModelingIf you know it, it is because you measure it.
· SimulationIf you measure it, it is because you can simulate it. If you can simulate it, it is because you can improve it.

Tell us which process you cannot see and we will tell you how to map it.

Thirty minutes is enough to agree on the scope: which process, who takes part and which indicators should come out. Then it is two weeks and US$ 2,000, at a fixed price.

Let’s talk about your process ↗ See a sample process by industry