Why process auditing is changing

Our partners are often motivated by the digitization and automation of processes using AI agents, RPA routines, and the overall elimination of paper in the company. All with the aim of shortening lead times, reducing errors, but above all, freeing up team capacity. Process audit therefore serves not only to analyze and map processes, but also to create a plan for transforming and changing the company. The output of the audit is a plan for implementing small automation solutions, AI agents, or deploying support applications for digitizing manual/paper work. Process audits are increasingly being used as a basis for selecting and deploying CRM or ERP systems, as without mapping and cleaning up processes, implementation can be prolonged and complicated.

How we proceed

1. Creating a process model – We start by compiling a process model — an overview of all processes within the scope of the audit. We typically structure them according to the customer lifecycle.  Next (if within the scope of the audit), we map the support processes that form the backbone of the company’s operations — typically IT, HR, legal, compliance, financial processes, etc. These tend to be more standardized. However, they are very often candidates for automation and digitization.

2. Pre-audit and process selection – From the process model, we select the most frequently performed and capacity-intensive processes that have a significant impact on people’s capacity, customer experience, or have the greatest potential in terms of digitization and AI deployment.

The output is a prioritization matrix that identifies specific processes with potential.

3. Detailed end-to-end mapping and process analysis – During our mapping, we focus on analyzing bottlenecks. This often involves two approaches: Process and Capacity.

Process Analysis

We map selected processes “end-to-end,” i.e., in greater detail, focusing on:

• Bottlenecks and waiting times, unnecessary handovers
• Paperwork
• Manual data transcription, routine repetitive steps
• Errors and rework
• Routine activities that can be standardized or automated

Capacity Analysis

In capacity audits, we focus on the entire team as a whole. We monitor the activities carried out by the team and try to prepare a model of how their working time is broken down into hours. This gives us an idea of the specific allocation of each process. This helps us calculate the “benefit” of the proposed optimization by calculating how much % of the given allocation the company can save by implementing the given measure.

4. Optimization proposals – Based on the results of the analysis, we generate solution proposals, which we prioritize. We focus on the following categories:

• Process changes (elimination of processes, simplification)
• Use of AI and RPA, i.e., automation: machine execution of steps that were previously performed by humans
• Project/system changes
• Organizational changes
• Digitization: conversion of paper/analog inputs into digital form, their extraction, and automation

Typical audit outputs:

• Process model (process catalog with descriptions at several levels of detail)
• End-to-end process maps and list of bottlenecks and waste
• List of opportunities with estimated implementation complexity and benefits (typically hours saved)
• Capacity model of teams – if required
• Proposal for further action (implementation plan)
• List of change requirements and proposed applications that will help deliver the change